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[阅读小分队] 【Native Speaker每日训练计划】No.2773 经管

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发表于 2020-5-8 15:59:31 | 显示全部楼层 |阅读模式
内容:Angela Li 编辑:Winona Wu
Wechat ID: NativeStudy  / Weibo: http://weibo.com/u/3476904471


Part I: Speaker

Masks En Vogue
Cardiff Garcia& Stacey Vanek Smith, April 2020

Source: NPR
https://www.npr.org/2020/05/06/851752693/masks-en-vogue
[Rephrase 1, 9:45]
Part II: Speed


How Companies Are Leading With Empathy
It is time to stand up and use your brand to show concern and empathy for employees and customers.
CHIDIKE SAMUELSON, APRIL 30, 2020

[Time 2]
It is not often that business leaders are heard talking about empathy, but then it is not often that the entire world shuts down, so we are in grey areas everywhere anyway.

While some brands have simply shut down and ceased communication, some others have continued their usual marketing campaigns with an aim to meet their 2020 projections. Neither approach is the best way to present your brand in these uncertain times and to ensure that after this wave has passed you will emerge in the best light possible.

We may no longer be able to meet all our 2020 projections, but we can at least make sure that we use the powerful tool of empathy to uplift our societies and to stand out. Here are a few things some businesses are doing and that every business should consider doing.

Finding balance in communicating company updates

Some business owners subscribe to the school of thought that if you ignore something long enough, it will go away. These ones have continued to send their regular updates for new products and services. These brands are most likely going to be seen as insensitive.

Smart business leaders are tailoring the tone and content of their emails and communications with the general mood in society. This means, first of all, that the number of emails is limited only to essentials. Most people are already flooded with emails and texts from brands that they rarely ever heard from before now.

Correspondence that cover questions around your company’s processes and procedures in light of the crisis are relevant at this time. Policy changes as well as explaining delays with business processes also count as valuable correspondence.

A classic example of this kind of communication was seen in the correspondence sent out by Rent the Runway to all their customers and external stakeholders in which they explained the scientific implications of their new cleaning processes based on legitimate CDC research. This was done in a bid to ease their customer’s minds and answer what must have been the prevailing question on their customer’s minds, “How sanitary is the process of borrowing clothing items at this time?”
[359 words]

[Time 3]
Overhaul Your Business Processes

In this time when many businesses are forced to close physical stores, some other businesses have seen an upsurge in demand for their services. Businesses like pharmacies, grocery stores and other businesses that deliver essential services have seen an upsurge in demand for their services.

Businesses like this that must remain open due to the necessity of your service, have had to take radical steps to align with the measures required in order to serve both their staff and their customers.

It is necessary for your concern for your staff to match your concern for your customers as these essential businesses are now forced to integrate functional employee wellness programs to boost staff immune systems at this time. Some are introducing free Vitamin C-based drinks, as well as the essential sanitizers and face masks.

Nothing screams empathy more than how far overboard a business is willing to go to serve your external and internal audience in a time like this. Making radical changes will not mean much if you do not communicate the exact changes that you have made and how exactly it will benefit your staff and customers. Do not assume that they all still have the same confidence in your brand as they have always had.

One company that has exemplified this radical internal overhaul is Novel, a co-working space chain. The company sent out a very detailed explanation of the radical steps they had taken to ensure the safety of their customers. It details things like social-distancing procedures, room reservation policies, as well as what find most empathetic: the radical cost-cuts that they afforded customers who absolutely needed their services at this time.

Examples like this should be emulated by all businesses who find that their services are essential in a time like this.
Moving forward with caution and care

The ultimate goal of every business leader is to proceed with business in the most responsible manner at a time like this and not grinding all operations to a halt. However, how we choose to move forward matters just as much.  

It could very easily be perceived as insensitive if you just go on right ahead and implement the next things on your calendar and market them to your customers in your usual radical manner. Business leaders are letting empathy color their marketing efforts and their implementation of their business agenda going forward.
[400 words]

[Time 4]

Reese Witherspoon, the actress and CEO of Draper James, set a beautiful example that was lauded by her customers. She sent a personal message addressing the current situation while also seeking their permission to introduce their spring collection in an effort to ‘be a source of happiness and light in customer’s lives’

Her gesture didn’t just get positive responses because of its concern for her customers, it also saw customers continue to spend on the Drapper James Spring collection. The idea is to move your business forward gradually and with the utmost concern for the sensibilities of your staff and customers, rather than to shut down and wait it out.

Businesses that master this art will have an edge when the storm passes and it will.

Embracing community service

Massive companies have already chipped in to help. Loom has made its video-conferencing app, Loom Pro free for teachers and students at K-12 schools, universities, and educational institutions. To help them cope with the closure of schools.

Companies like Google are offering paid sick leave to all temporary and permanent staff to those who need it, and companies like Nuun is sending free products to health professionals who are in the front line of the fight against the Virus to help them rehydrate.

Empathy is more important than ever

Not every company can afford to make huge gestures, and we do not all have massive social responsibility budgets, but contributing in whatever simple way now will make you stand out later. But every business leader must not hide at a time like this — it is time to be as visible as possible and to do as much as possible with your brand to show concern and contribute to this global fight.
[290 words]

Source: Entrepreneur
https://www.entrepreneur.com/article/348357



How businesses act in the face of adversity will shape their future
JANE REXWORTHY, APRIL 02, 2020

[Time 5]
Despite being hit hard with the coronavirus fall-out, businesses both large and small in the UK’s hospitality, retail and travel sectors are stepping up to the mark and demonstrating true leadership, customer excellence and solidarity at this challenging time. But what all organisations need to remember is that how they behave towards their stakeholders - their staff, their customers and the communities within which they operate - will not be forgotten after the pandemic is over.
And, as we look back at this period in time, it will be the businesses putting people and local communities before profits that will come out on top. Their actions, words and deeds are already creating a narrative that will help to shape their brands as corporate citizens and good employers.


In food and drink, we are seeing examples of out-of-the box thinking and creative collaboration from restaurants using ingredients that would otherwise have gone to waste to help feed the elderly, vulnerable people and key workers, to distilleries switching production to help combat the shortage of ethanol-based hand sanitiser products.


Typical of the sector’s response is Michelin-starred chef Simon Rogan and his team, based in the Lake District, who are using surplus ingredients to produce frozen dishes as well as providing produce from their own farm. In London, the Yummy Pub Co, has launched a donation scheme to enable it to cook and deliver meals for vulnerable elderly people from its four pubs – both initiatives are being taken up by pub and restaurants across the country.


Suppliers are also doing their bit. One Cumbrian catering supplier has launched a ‘click and collect’ service to the public to help vulnerable people to obtain essential goods. And catering charities are also working flat out, such as Chefs in Schools organising a large-scale effort to help London schools feed the children of key workers and distribute hot meals to those out of school as well as vulnerable adults.
[322 words]

[Time 6]
In the retail sector, the tabloid headlines have focused on empty shelves and fights over toilet paper. But the real story is about ordinary staff doing an extraordinary job in the face of an unprecedented situation, with supermarkets becoming a frontline essential service overnight. Such businesses are helping to support their teams by implementing measures to keep them as safe as possible and putting financial packages in place to help those struggling to work whilst caring for others or those in self isolation.

a staff hardship fund has been set up to help those who are in financial difficulty.  They have also made arrangements to pay suppliers immediately to help boost their cashflow.  Discount store chain Home Bargains has announced similar measures, launching a £30 million employee assistance fund to support staff through the outbreak. It has also said it will pay employees who have to self-isolate and will offer two weeks extra pay to those who don't need to.


The retail sector is being creative when it comes to using all available resources. John Lewis is exploring ways to combat loneliness and isolation by offering its partner-led services remotely, including advice, online craft and cookery classes and even 1-to-1 calls with isolated people.


Last but not least, organisations in one of the hardest hit sectors, travel, are also doing what they can to help. Carnival Corp has offered the use of its giant cruise ships as temporary hospitals for non-coronavirus patients, with some able to accommodate up to 1,000 patients and offer well-equipped medical and monitoring facilities.  Hotels and booking agents are proactively offering customers full refunds on bookings, including non flexible purchases.  And various hotel chains and independent businesses are offering rooms to homeless people or NHS staff trying to self isolate.

[294 words]

[The Rest]
Concise and effective communication is an important tool at this time of uncertainty, even when it’s not good news. This means clear lines of communication between management decision makers and their comms teams. By investing in all available communication channels to explain the implications for customers, employees and the business as a whole, companies are at the very least demonstrating they are a responsible organisation taking prudent steps to look after and consider their people.

When this crisis comes to an end, the companies making decisions without considering the impact on their staff, supply chains or communities will risk reputational damage, alienating their own people, customers and other key stakeholders. Conversely, the positive narratives also unfolding during this time, will create lasting goodwill and those that played their part in a time of adversity will not be forgotten.

[138 words]

Source: Management.Issues
https://www.management-issues.com/opinion/7379/how-businesses-act-in-the-face-of-adversity-will-shape-their-future




Part III: Obstacle



Looking to the Future of Air Travel
EBEN HARRELL, MAY 04, 2020

[Paraphrase 8]
As the battle against the SARS-CoV-2 virus takes it toll on the global economy, no industry has been harder hit than aviation. In the United States, the major carriers have seen passenger numbers and revenue plummet. In 2019, the United States transportation security administration (TSA) screened around 2.5 million passengers every day across the U.S., with some variation according to the day of the week. In April 2020, that dropped to between 90,000 and 130,000 passengers.

Harvard Business Review sat down to discuss the challenges (and opportunities) facing the industry with Jon Ostrower, the editor-in-chief of The Air Current, Courtney Miller, managing director of analysis for The Air Current, and Dan McKone and Alan Lewis, two Boston-based managing directors at L.E.K. Consulting who have experience advising major airlines.

Is this the biggest crisis the aviation industry has ever faced?


Jon Ostrower: Yes.


Alan Lewis: Not even close.


In recent years, major airlines listed a pandemic in shareholder communications as one of the risks they face. Should they have seen this coming and have been better prepared?


Dan McKone: True, this is not a “black swan” in the classic sense of the term. Many people predicted that a pandemic would eventually break out. But I’m not sure there’s any way to fully prepare. The crisis is so extensive.


Courtney Miller: I agree. Any CEO that would have hoarded cash to prepare for this eventuality would have very quickly become an ex-CEO.


Ostrower: I have a slightly different view. I think we will see how different strategies that airlines took going into the crisis will play out. For instance, Lufthansa believes they are better prepared to survive something like this because they own their own airplanes, and so don’t have as much debt to service.  Time will tell.


This is the second time in my life that major U.S. airlines have had to ask for a bailout. Does it suggest that there is something structurally wrong? That shareholders aren’t rewarding the right type of management?

Miller: I don’t think so. There’s been a lot of attention paid to all the dividends and buybacks from airlines in recent years, and questions raised over whether they could have squirreled away the cash instead. But any business without revenue can’t sustain itself. I don’t see a way the airlines could have survived this on their own, even with a different management approach.

McKone: I’d add that the government was right to prop up the airlines. They play so many critical roles in terms of our economic and national security.

Two of you (McKone and Lewis) have written a book on ancillary revenue. Are there any innovative ways that airlines can use to try to find some revenue at the moment?
McKone: Traditionally, airlines have found ancillary revenue by unbundling services and selling them a la carte — so things like checked bag fees, seat selection, and so on. This source of revenue obviously is close to zero now, because there are so few passengers traveling. Instead, airlines are looking to find any use for their aircraft in the absence of passengers, whether it be cargo or moving medical supplies and personnel to different markets.

What will be more interesting will be how airlines approach revenue creation when demand returns. What add-on features and services will they offer? Perhaps they will allow customers to more easily book out a middle seat for distancing. Or add some sort of “peace of mind” product that guarantees the airline will take care of you if flights are cancelled or quarantines are put in place. The trick will be determining what customers will be willing to pay for above the ticket price and what they will expect as part of airlines’ delivering a safe experience.


Do you really think anyone is going to be willing to sit in a middle seat again?


Miller: An airline could absolutely block the middle seat, but then you have a third of the airplane empty. You automatically limit your load factor to 66%. How long are airlines going to be willing to do that? The answer can’t be “forever.”


That’s disappointing. I was hoping this crisis would change the passenger experience for the better.


Lewis: There will be innovation to ensure peace of mind.  In Asia, where carriers are back up and running to some markets, you are seeing the use of gloves and masks by flight attendants, the use of more disposables within service, a general reduction in the amount of interaction with flight crew. Emirates ran a pilot in Dubai where it tested all its passengers for Covid-19 before they boarded the flight, though its unclear if airlines will be able to scale rapid-testing.


Longer term, you will see the introduction of technologies to increase hygiene. Touchless seats that connect to Bluetooth on your phone to lower your seat back or fold out your tray; touchless lavatories; more regimented boarding procedures so people aren’t falling over each other in the aisles. At airports, you’ll see facial recognition technology and tracking through customs and boarding, so customers and staff aren’t touching the same boarding pass.


Ostrower: I think all of these changes will be positive from a passenger’s point of view. But on the flip side, I suspect flying may become more boring for a while, as airlines try to recover financially. We’ve already seen airlines pulling in-flight entertainment system content out of seat-backs, Qantas for example. I think you will see many airlines cancelling or scaling back contracts with Hollywood to play all movies and TV shows. Many will reconsider in-flight wi-fi. There will be huge pressures on the cost side.

What impact will virtual meeting platforms have on airlines? Will people become habituated to meeting virtually and stop flying as a result?

McKone: L.E.K Consulting did a detailed study on this during the global financial crisis 10 years ago. We found that the technology would not have a material impact on flying patterns. But I think this time may be different. We now think there could be some lasting behavior change, with so many business people being conditioned to use virtual meetings like Zoom, etc. At the same time, people are still going to continue to fly in great numbers if you take a long-term view. And leisure travel will be less affected.


Miller: Maybe instead of sending 10 people to each meeting via air travel you send the two sales executives and keep the support staff on Zoom. That sort of scenario is likely, and akin to what we saw after 9/11.

We’ve looked at how new technology affected air cargo. The fax machine was supposed to kill the express business. But couriers like FedEx survived and even flourished — they lost high-yield business, but the overall growth trends were in their favor. I suspect something similar will play out with airline travel. Traffic will come back — but it will be different.

Lewis: Zoom and other videoconferencing platforms are going to have a much bigger impact on the commercial real estate market than on airlines. So many people are now working from home, I don’t see them all coming back.

What does the future hold for regional airlines — the smaller carriers that serve smaller markets?


Miller: Things are tough across the entire industry, but regional airlines that fly on behalf of the major airlines are relatively well positioned, particularly the independent regionals such as Skywest and Republic. First, their contracts with the major airlines protect them from a lot of the downside risk from a slowdown. The entire airline network is going to shrink. So now the larger markets are going to be looking for the smallest, cheapest assets to fly, which are regional aircraft. Seat costs are irrelevant if you can’t fill the seats. As an indication of this, you’re already seeing airlines retiring many of their larger, wide-body jets. They just don’t anticipate having need for them in the short term.  Regional aircraft are going to be needed.


McKone: I’d add a note of caution. Most regionals get paid for feeding traffic to the major airlines’ hubs, however. Secondary markets serviced by regional aircraft tend to be the “tip-of-the-whip” when network capacity shrinks.


I have a lot of frequent flyer points built up. Should I be worried about them?


Miller: Frequent-flyer programs are important sources of revenues for many airlines — especially through the resale of miles to financial services firms. Just as one example, Delta’s contract with American Express was worth $3.4 billion to Delta in 2018. If you’re a frequent flyer with a ton of miles, I wouldn’t be worrying that your balance is going to be going away. Even when multiple airlines went through bankruptcies some years ago, the miles of the individual passengers were preserved and came out valid on the back end.


Lewis: Airlines need to make sure that customers keep their frequent-flier credit cards and keep spending on them. If people start feeling that frequent flyer points aren’t as useful to them now, that they’d rather have other benefits, that’s going to be a real problem for airlines. So I wouldn’t be surprised if you don’t find plenty of good redemption opportunities, at least in the short term, when travel opens back up again.


Ostrower: The downside is that so many flights have been eliminated from the network. As the network shrinks, it will be harder to travel smoothly from point A to point B. So while you may find first-class itineraries, they will likely be two or three-stop itineraries now. That’s just going to be part of the reality.


Will there be any unexpected winners from the slowdown in the aviation industry?


Ostrower: Amazon. Surprise, surprise! As airlines retire their wide-body aircraft and shrink their fleet, the aircraft are going to conversion shops to become cargo planes and then sold to companies like Amazon. The glut of aircraft is going to drive the price down. Not just for Amazon but for other growing cargo companies — the Chinese postal system, for example. The crisis has shown how integral e-commerce and package delivery is to the aviation industry.

[1682 words]
Source: Harvard Business Review
https://hbr.org/2020/05/looking-to-the-future-of-air-travel?ab=hero-main-text







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发表于 2020-5-8 23:55:04 | 显示全部楼层
Time2 1'47
some tips for business to make use of empathy in times of the covid-19

Time3 2'10
some problems

Time4 1'23
the importance of showing empathy
发表于 2020-5-9 00:35:43 | 显示全部楼层
May8th
T2  02'04  [359]
Smart business leaders are tailoring the tone and content of their emails and communications with the general mood in society.

T3  02'36  [400]
The ultimate goal of every business leader is to proceed with business in the most responsible manner at a time like this and not grinding all operations to a halt.

T4  01'22  [290]
Empathy is more important than ever during the pandamic.
发表于 2020-5-9 09:18:46 | 显示全部楼层
T2 2'46''
T3 3'01''
T4 1'24''
T5 2'21''
T6 4'01''
T7 11'21''
发表于 2020-5-9 09:34:33 | 显示全部楼层
T2 3'15
T3 2'16
T4 2'08
T5 2'08
T6 1'59
P7 16'41
The interview discusses about the potential prevention of the negative effects a pandemic brings to the aviation industry and the crisis' implications on the aviation industry.
发表于 2020-5-9 11:25:55 | 显示全部楼层
T2: 3'24
T3: 3'02
T4: 2'11
T5: 4'44
T6: 41'
OBSTACLE: 7'30
发表于 2020-5-9 12:09:15 | 显示全部楼层
[Time2] 4’03
What should business leaders do at this uncertain but critical moment, which is due to the coronavirus epidemic , to improve their performance and stand out? Here are several tips the author suggests.
First, finding balance in communicating company. Communicate with your customers in terms of the your company’s process and procedures in light of the crisis to remove your customers’doubts rather than just bury your head into the regular product development.
[Time3]3’30
Second, overhaul your business processes. Some companies are hit by this crisis while some other businesses are welcomed in demand for their service like pharmacies, grocery stores and etc. It is a critical time to take radical steps to serve your customers and employees to rebuild their confidence in your company.
[Time4]2’55
Third, moving forward with caution and care. If you just go on your business in a regular radical way, your company may be perceived as inconsiderate and make your customers feel offensive. On the other hand, if you show your empathy to your customers, they will more likely to feel cared and involved. What Reese Witherspoon done, having sent message to customers in terms of status quo and introduced them spring collection, is a case in point.
Fourth, embracing community service.
Last, it is a time empathy is more important than ever.

Uplift:improve
Overhaul: to repair or improve sth so that every part of it works as it should
Overboard :过度(overboard a business 过度经营)
Some other businesses have seen an upsurge in demand for their service
Laud:to praise
It could be very easily be perceived as insensitive if you just go on right ahead and implement the next things on your calendar and market them to your customers in your usual radical manner.
Business leaders are letting empathy color their marketing efforts and their implementation of their business agenda going forward.
Businesses that master this art will have an edge(have advantage0 when the storm passes and it will.
Not every company can afford to make huge gestures, and we do not all have massive social responsibility budgets, but contributing in whatever simple way now make you stand out later.

[Time5]2’50
[Time6]1’17
[The rest]0’54
The passage introduces what some businesses like in food and drink and in retail sector done during this adversity time. The author believe that those companies which ignore staffs, supply chains or communities will be afflicted with reputational damage. By contrast, those which play positive role during this period will gain recognition.

Adversity: a difficulty or unlucky situation or event
Adversary : an enemy
At this challenging time
Tabloid: a type of popular newspaper with small pages which has many pictures and short simple reports
Prudent: careful, 谨慎的,精明的
Risk reputational damage

[Obstacle] 8’36

Ask for a bailout: 救市
Prop up 1, to stop sth from falling by putting sth under it
2, to help a government , system etc to continue to exist
Eg. This new initiative is a desperate attempt to prop up economy
But on the flip side : on the other hand
发表于 2020-5-9 16:13:41 | 显示全部楼层
T2[3'22]
T3[3'22]
T4[2'17]
T5[2'15]
T6[2'16]
The Rest[57'']
发表于 2020-5-9 21:19:11 | 显示全部楼层
T2[6'23'']
empathy 同感,共鸣
insensitive 麻木不仁的,漠不关心的
in light of/ in the light of: from the point of view of
in a bid to: 为了

While the whole world is shut down, companies are still supposed to communicate empathy at this uncertain moment.

T3[4'20'']
Companies providing essential service to the public should care for their employees as they care for customers at this moment.

T4 [3'20'']
utmost 最大的,极度的
chip 凑钱,插话
Entrepreneurs should move their business forward gradually in a sensible manner, rather than shut it down and wait the wave to past.
It is the very time to make a gesture no matter how simple it is to customers and employees.

T5[3'20'']
adversity 困境,逆境
distillery 酿酒厂
ethanol 乙醇
Cumbrian 坎伯兰(英国地名)
It is the best moment to do something to shape the brand in London. Some examples in Restaurants, catering supplier.

T6[2'55'']
empty shelves and fights over toilet paper: 卖空的货架和对厕纸的抢夺
Retail sector and travel sector are doing exordinary work to support.

the rest[1'00'']
After the adversity, reward and punishment would show up.

发表于 2020-5-9 21:33:11 发自手机 Web 版 | 显示全部楼层
Entrepreneurs should overhaul their brands and the process of producing to make empathy with customers
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