大學(xué)體驗(yàn)英語(yǔ)視聽說2

UNIT1McDonald'sBusinessModel:TheThree-leggedStoolScriptMcDonald'sCorporation(MCD)isoneoftheleadingfast-foodrestaurantchainsintheworld,touchingthelivesofpeopleeveryday.Astheworld'slargestchainofrestaurants,itprimarilysellshamburgers,chicken,frenchfries,milkshakes,softdrinks,etc.Thebusinessbeganin1940,witharestaurantopenedbybrothersDickandMacMcDonald.Initially,theyjustownedahotdogstand.Butafterestablishingtherestauranttheyservedaround25items,whichweremostlybarbecued.Itbecameapopularandprofitableteenhangout.Theirintroductionofthe"SpeedServiceSystem^^in1948establishedtheprinciplesofthemodernfast-foodrestaurant.ThepresentcorporationdatesitsfoundingtotheopeningofafranchisedrestaurantbyRayKroconApril15,1955.Ineffect,KrocopenedhisfirstandtheoverallninthrestaurantinChicago,Illinois,andgavebirthtoMcDonald'sCorporation.In1958,therestaurantchainsoldits100millionthhamburger.In1960,Krocrenamedhiscompanyas“McDonald'sCorporation”.In1961,KrocconvincedtheMcDonaldbrotherstosellthebusinessrightstohiminthecompany.Thushepurchasedthebrothers5equityforasumof$2.7millionandledtoitsworldwideexpansion.AsMcDonald'sexpandssuccessfullyintomanyinternationalmarkets,thecompanybecameasymbolofglobalizationandthespreadoftheAmericanwayoflife.Itsprominencealsomadeitafrequentsubjectofpublicdebatesaboutobesity,corporateethicsandconsumerresponsibility.ScriptTanya:It'sthefastfoodchainwiththeiconicgoldenarchesthathavebeenspottedallovertheworld.Yes,wearetalkingaboutMcDonald's.ButdidyouknowMcDonald's,yearafteryear,isvotedoneofthebestplacestowork?We'relookingtodayatthisall-Americancompanyandwhatwecanlearnfromitssuccess.We'rejoinedbyPaulFacella,authorofthebook,EverythingIKnowAboutBusiness,ILearnedAtMcDonald's:TheSevenLeadershipPrinciplesThatDriveBreakoutSuccess.PaulwasaformerMcDonald'sexecutivewhohasthebehind-the-scenesstoryontheworld'smostsuccessfulrestaurantorganization.Hithere,Paul.Thanksforjoiningus.Paul:Thankyou,Tanya.Nicetobehere.Tanya:Now,whileyounolongerworkforMcDonald's,Iunderstandthatthecompanyhashadahugeimpactonyourlife.Telluswhyyoudecidedtowriteabookonbusinesslessonsthatyoulearnedfromafastfoodchain.Paul:Sure.Well,notonlymyselfbutliterallyhundredsofthousandsofpeoplethatwenttotheMcDonald'ssystemandwereguidedbyalotoftheprinciples.WhenIleftMcDonald's,Iwentintoconsultingand,andoneofthesurprisesIhadwasmanyoftheorganizations,bothlargeandsmall,wasthefactthatsomeofthebasicprinciples,someofthefoundationsthatgoodorganizationsneedtobesuccessful,weren'tthere.AndIwasconstantlybeingaskedabout,“Well,tellmehowyoudidinMcDonald's”.Andmythinkingwas,“Gee,I'11writeabookaboutitandhelpmyclientbaseandI'llbeabletohelpthemmoveforwardwithit.^^Sothatwasthethinkingbehindit.Tanya:Well,we'regonnagetintosomeofthosesecretsofsuccess.Iwannastartbyaskingyou,youknow,obviouslyalotofpeopleknowMcDonald'sfortheirburgersandBigMacs.But,I,msurealotpeoplewillbesurprisedtoknowthatithasoneofthehighestcorporateemployeeretentionratesofanycompany,Imeanpeopleassume,fastfoodchain,peoplejustwanttogetinandgetout.WhatmakesMcDonald'ssosuccessful?Paul:Ithink,Ithinkthere'sanumberoffactors,butIthinktheretentionpieceisaboutMcDonald's,whenyouwork,thereit'sreallyaboutameritocracy.Itisaboutadvancementthatisbasedonachievement.Andfromthefirstcrewpersonmovinginallthewayuptostoremanager,allthewayuptothepresentCEO,JimSkinner;whowasacrewperson35yearsagoandmovedinto,after35years,movedintotheCEOranks.Soit'salwaysbeenaprogressionofopportunityforpeople,andIthinkthat'soneofthegreatthingsthatkeepsfolksthere.EveryCEOhasgonethroughtheranks.Tanya:Isthereanycrossoverfromthosewhoworkontheserversidetotheexecutiveside,oryouhavetogobacktoschoolforthat?Paul:Oh,no,allthetime,1mean,Istartedasa16-year-oldcrewperson.MikeQuinlan,who'saCEOfor14yearsstartedinthemailroom,sothere'splentyofcrossover.s竺*SincesettingupthefirstMcDonald'sinChina,theWesternrestaurantchainhasbeenexpandingsteadilyandsuccessfully.Sofar,otherthanthehomemarket-theUnitedStates-ChinaistheNo.1growthmarketforMcDonald's,withover1000restaurantsandover60,000employees.ChinaalsorepresentsonethirdofallcapitalexpendituresintheAsia-Pacific,MiddleEastandAfricaregion,wherethefast-foodgiantisin37markets.AccordingtoSkinner,vice-chairmanandCEOofthisworld'slargestfast-foodcompany,"We'vebeensteadilygrowingwithChinaforthepast20yearsandareveryexcitedforwhatthefutureholds,“hesays.In1990,McDonald'schoseShenzhen,apioneerSpecialEconomicZoneinGuangdongprovinceborderingHongKong,toopenitsfirst500-seatstoreinthedevelopingmarket.McDonald'squicklywonoverthelocalconsumers,duetoitsmanyattractionslikeitsRonaldMcDonaldclown,GoldenArchesortheyellow"M"logo,BigMac,thesmilingattendantsandthequickservice.ThesuccessoftheShenzhenoutletpromptedMcDonald'stoexpanditschainnationwide.AndMcDonald'shasnotstoppedfromaggressivelyincreasingthenumberofitsoutletsinChina.Themainland'sfast-foodmarketisgrowingatarateof16percentperyear.“WearegoingtocontinueourgrowthatafasterrateinChina.Chinaisahugemarketwithgreatopportunitiesforbusinessesaroundtheworld,andit'snodifferentforMcDonald's,Skinneradds.ScriptTanya:Andinyourbook,you'vebrokendownsomeofthekeys,thefundamentalkeysofMcDonald'ssuccess,intermsthatcanbeappliedtoothercompanies.So,let'sgothroughtheseonebyone.Thefirstyousayishonestyandintegrity,andthisobviouslycomesatatimewhensomanypeoplehavelosttrustinWallStreet.Howcanweapplythis?Paul:Yeah,Ithink,it's,well,honestyandintegritystartedveryearlyonwithRayKrocwhostartedtheMcDonald'ssystemin1955,andbackthenfranchiseswerejuststartingtoproliferate,andtherewerenotalotoflawsabouthowtheywouldconductbusinesses.Andoneofthethingswasdone,sadly,wasthatmanyofthosefranchisorswouldtakecommissionsbackfromsuppliersthatsuppliedthefranchiseesproduct.Fromthebeginning,that'snowhowwe'regonnadobusinesses.We'regonnahaveintegrity,we'regonnabehonestwithourfranchisees,Iwannathefranchiseestomakethefirstdollar,Filmaketheseconddollar,andthatkindofgotintotheDNAveryearly.Andtothisday,thereisawonderfulrelationshipofintegrityandhonestywithourrelationshipswithouroperators,withourvendors.Tanya:AndIwouldimaginethatmotivateseverybodybecauseyoufeellikeifyoudowell,youwillgetrewarded.Paul:That'scorrect.Absolutely,noquestionaboutthat.Howimportanteverybodyworkingtogetherasateamis!Tanya:Right,andanothersecrettoMcDonalds'success,Iunderstand,isrelationships,andthecompanyapparentlypromotestheideathatrelationshipsaresortofthesecretsauce,as,ifyouwill,andeveryonewhoworksforthecompanyisapartofanextendedfamily,isthatright?Paul:TheMcfamily!Tanya:Yeah.Paul:It'sagreatsafewayfromhonestyandintegrity.Ifyoustartwiththefoundationofhonesty[and]integrity,itgoesrightintorelationships.AndFredTurner,whoisstilltothisday,54yearslater,isactive,wasactuallytheonethatcoinedthephrase”thethree-leggedstool”.Whatitreallymeantwas,thattherewerethreelegsinourrelationship:thefranchisees,thesuppliersandthecompanypeople.Andallofuspullingtogether,andworkingtogetherasateamandthesynergyofthatteam,ishowitwillbesuccessful.Andifyouthinkaboutthat,youknowhowimportantthatis,thatyoureallydon'twanttoletyourteammembersdownandyouwantthemtobesuccessful.Tanya:Sure,andeverylegofthestoolisonlyasstrongastheotherleg,right?Paul:Absolutely.Tanya:Andanothersecretistheideaofstandards.OneoftheMcDonalds5mottos,apparently,isneverbesatisfied?[Yes.]Tellusaboutthecompany'snoexcusesworkingenvironment.Paul:Yeah,well,standardsareveryimportantandyouknowis-inordertohaveastandard,youhavethatmeasurement,andifit'sworthdoing,it'sworthmeasuring.Andeverytimeyoumeasuresomething,performanceimprovesbecausepeoplehaveaguideline-theyknowwherethey5regoing,andthat,that'sactuallypartofeventhepeoplesideofthat.Themeritocracywasn'tbasedonanything,butclearmetricsonhowyouadvancethroughtheranksonthat.Butitwasneversatisfied,wealwaysfeltwecoulddoitharder,quicker,faster.Andthatstayedonestepaheadofthecompetitionandkeptourfranchiseesthebestinthesystem.HomeListeningInternationalbusinessisatermusedtocollectivelydescribeallcommercialtransactions(privateandgovernmental,sales,investments,logistics,andtransportation)thattakeplacebetweentwoormorenations.Usually,privatecompanies1)undertakesuchtransactionsforprofit;governmentsforprofitandforpoliticalreasons.Itreferstoallbusinessactivitieswhichinvolvecross2)bordertransactionsofgoods,servicesandresourcesbetweentwoormorenations.Transactionofeconomicresourcesincludecapital,skills,people,etc.forinternationalproductionofphysicalgoods,andservicessuchasfinance,banking,3)insuranceconstruction,etc.Theincreaseininternationalbusinessandinforeign4)investmenthascreatedaneedforexecutiveswithknowledgeofforeignlanguagesandskillsincross-culturalcommunication.Americans,however,havenotbeenwelltrainedineitherareaand,consequently,havenotenjoyedthesamelevelofsuccessin5)negotiationinaninternationalarenaastheirforeigncounterparts.Negotiatingistheprocessofcommunicatingbackandforthforthepurposeofreachinganagreement.Itinvolvespersuasionandcompromise,butinorderto6)participateineitherone,thenegotiatorsmustunderstandthewaysinwhichpeoplearepersuadedandhowcompromiseisreachedwithinthecultureofthenegotiation.HomeListeningInstudiesofAmericannegotiatorsabroad,severaltraitshavebeen7identifiedthatunderminethenegotiator'sposition,twoofwhich,inparticular,aredirectnessand8)impatience.Furthermore,Americannegotiatorsofteninsistonrealizingshort-termgoals.Foreignnegotiators,ontheotherhand,mayvaluetherelationshipestablishedbetweennegotiatorsandmaybewillingtoinvesttimeinitforlong-termbenefits.9)InordertosolidifytherelationshipeymaychooseindirectinteractionsClearly,perceptionsanddifferencesinvaluesaffecttheoutcomesofnegotiationsandthesuccessofnegotiators.10)withoutre史ardforthetimeinvolvedin史ettin史toknowtheothernegotiator.ForAmericansto汛。丫amoreeffectiveroleininternationalbusinessnegotiations,theymustputforthmoreefforttoimprovecross-culturalunderstanding.UNIT2MadeinChinaScriptWhybuyproductsmadeinChina?OneofthemostimportantreasonsisthatbuyinggoodsfromChinasavesAmericansover$100billionannually.ThisismostlyduetothefactthatChineseworkersarepaidsubstantiallylessthancomparableAmericanemployees,asthecostoflivingismuchhigherintheU.S.Americanbuyers(smallcompanies,majorcorporations,aswellaseverysizeinbetween)teamupwithChinesesupplierstoestablishagenuinewin-winsituationforallinvolvedparties,aswellasbothcountries.TheChinesesuppliersmakemoneybecausetheyaresellingtheir”MadeinChina“products,andtheAmericanbuyersarehappybecausetheyarepurchasingfinequality,inexpensiveproductsfortheirbusiness,thereforereducingtheiroverallcosts.IfsuchanAmericanbuyerisintheretailindustry,thelowpricesarepassedontotheconsumer,allwhilepayinganAmericanworkertounpackage,monitor,maintainandselltheitem.?Asyoucansee,thetrademarketwithChinahasmorebenefitsthanit'sgivencreditforbytheadvocatesforhomegrowngoods.Thereismuchmoretohelpingtheeconomyofourcountrythaninsistingthatweonlypurchaseproductsthathavebeen“MadeintheUSA."KeepingtheworldeconomyspinningwhilesimultaneouslysupportingcorporateAmericaandthesmallbusinessesthatmakethiscountrygreatiswhatwillkeepthiscountrystronginthefuture.Script“Herewego.^^ForSaraBongiomi,itbeganwithasimplequestion:CouldsheandherfamilylivenormallivesforoneyeariftheydecidednottobuyanythingmadeinChina?"It'snothingagainstChina;it'smorelikeanexperimenttomeasurehowfarChina'spushedintoourlives.”Thesimpleanswer:Itwaseverywhereintheirlives,fromherkitchen...“Ourcoffeemakerbrokelastyearandwedidn'treplaceitintime.AllcoffeemakerscomefromChinaunlessyou'regonnashelloutforanexpensiveItalianespressomaker.^^...toKevin'sworkroom.PegboardhangersforhistoolsonlycomefromChina.'Tvegoneallyearlongwithbasicallymytoolsjustlayingaround.^^...toshoesforfastgrowingWes.Anon-Chinapaircostthem65bucks,andwhenKevin's20dollarChinesesunglassesbroke,SaraboughthimsomenewonesmadeintheUSA.“Ibelievetheywereaboutahundredandfiftydollars,sothatwouldnotbenormallyinthebudget.^^Anddon'tevengetherstartedonfindingtoysforthekids.“Thatone'sfromChina,huh?^^TheproductstheBongiomisbecamesodependentoncamefromfactoriesjustlikethisonehereinChina,andbecauseofthesefactories,Americansgetabargaineverytimetheygoshoppingandthesepeoplegetachanceatabetterlife.China'seconomy,atonetimerunbythestate,isnowallaboutprivateenterprise.15yearsago,privateindustrycontributed5.3billiondollarstotheeconomy.Nowthenumberismorelike288billion,anincreaseofmorethan5thousandpercentandstillclimbingbecauseoffactorieslikethisone.Theseyoungwomenearnallofahundreddollarsamonth.ForLiXiaoyuthat'sthreetimeswhatherparentsmakeaspeasantfarmers.“Youforgetsometimes,youjustseethesethingsonastoreshelf,butindividualpeoplemaketheseitemsthatarealloveryourhouse.Iwouldlovetoknowwhattheirlivesarelike.^^“Becauseofyourworkhere,areyougonnahaveabetterlife,willyoubeabletobuythingsyouwanttohave?^^Yes,shetellsus.ThefamilynowhasacolorTVandallnewfurniture.Lowpayingbyourstandards,thesejobschangelivesandfueldreams.JinNanpingissavingupsohecansomedaygetmarriedandhaveahouse.ForSara,theexperimentisover;sheisbacktobuyingfromChina."Theglobaleconomyseemslikeit'swayoutthereonthehorizon,butinfact,it's-you'remixedupwithitrightinyourlivingroom.^^America,itseems,isaddictedtocheapgoodsfromChina,butChinaisjustasaddictedtotheprofitsthatarereshapingacountry.GaryPeterson,CBSNews.HebeiProvince,China.s竺*Mention4<MadeinChina”andwhatpopsupinyourmind?ThepicturemaysoonchangeasChinaistakingactionworldwidetogettingmoreconsumerstoreachfor“MadeinChina^^products.A30-secondcommercialrolledoutonNovember23,2009onCNNintheUnitedStates,CNNinAsiaandCNNHeadlineNews.Withthetheme“MadeinChina,Madewiththeworld”，theadusesonlyproductsthatare“MadeinChina”,fromrunningshoes,highfashion,toairplanes.ThegroundbreakingadispartofaglobalcampaignagainstcommonstereotypesaboutChineseproductsandseekstoboosttheimageofChinesegoodsaroundtheworld.Inthead,aseriesofgoodswiththe"MadeinChina,?labelareshownbeingmadewiththehelpoftopforeignfirms.AnMP3playerisdescribedas“MadeinChinawithsoftwarefromSiliconValley.^^Afashionshootincludesclotheslabeled"MadeinChinawithFrenchdesigners."Andarefrigeratorbearsthetext"MadeinChinawithEuropeanstyling."TheseareallChinese-madeproducts,designedbyorcontainingsharedtechnologywithothercountries,andhighlightthefactthatChinesecompaniesworkwithoverseasfirmstoproducequalityproducts.s竺*TheBigBrothercamerasmonitorfactoryfloorsand,viatheInternet,AmericanbuyerscanalsowatchintheirofficesbackintheUSA.CBSNewswasshownallthisbecauseChinadesperatelywantstoconvinceAmericaitiscleaningupitstoymakingact.“ThereisanoldChinesesaying,“saysthisofficer.<4Ifyoucanseeit,you'llbelieveit.”SeeingtobelieveitiswhywewereinvitedtothisfactoryinsouthernChina,withitsownqualitycontrolmanager.Onlygoodquality,hesays[qualitycontrolmanagerEricChinofGuangdong]willgivecustomersconfidence.ThiseagernessforopennesscomesbecauseChina'smulti-billiondollartoyindustryisunderthreat.So,nosurprisewewereassuredthatsupplieslikepaintarenowtriple-checked.Buttherealityisthatotherfactoriesarenotsocareful.SincethetoyrecallsstartedintheUS,Chinahasshutdownsome800manufacturers.Andauthoritiesarelightingafireunderstatetestinglabs.U.S.companiessharetheblame,pushingsohardtocutcoststhatsomeChinesemakersusecheaperleadpaint.SjiptOfficialssaythislabisworkingflatout;peopleareonovertime,morestaffbeinghired-andnowonder-theysaythey'redoingfivetimesasmanytestsastheydidjustayearago.AndChina'sgovernmenthassentsome200,000inspectorsacrossthecountry,checkingallkindsofplantsandmanufacturers,frompharmaceuticalstofarming.Butthemainfocusistoys,andChinaadmitsitishurting.Alltoymanufacturers,saidagovernment-runnewspaper,willfeelthechillthiswinter.ExpertssayChinaisgettingbetter."ButitstillhashalfacenturytogotocatchuptowheretheUnitedStatesis,“[saidDanielRosenoftheChinaStrategicAdvisory].China'sambitionissellingAmericahigh-endproductslikeTVsandcars.Butiftheycan'tgetsimplewoodentoysright,theworldmayturnitsbackonanythingwiththetaintedlabel:"MadeinChina.”HomeListeningToday'sleadingChinesebrandsmustlearnhowtocreateandmanagetheirbrandvalueonaglobalscale.Itistimeforthemtore-thinktheirglobalbrand1)-s/rn/e.wy,andfollowthebestpracticesoftheworld'smostpowerfulmulti-nationalbrands.WhilewearestillseveralyearsawayfromaChinesebrandappearingonInterbrand'sBestGlobalBrands,thelessonsfromthe2)annualrankingareclear—greatbrandsknowtheirstrengthsandweaknessesandploteffectivestrategiesto3) sustainandimprovetheirvalueinthefuture.Withthedownturnoftheglobaleconomy,thetransformationofthe“MadeinChina”labelandtheacceptanceofChinesebrandsoverseascannotbemade4)overnight ThefirstchallengeistoimprovethequalityandsafetyofallChineseproducts.Thedefinitionandenforcementofstrict5)standardsandtheactiveengagementinenvironmentalprotectionisasocialresponsibilityforanyglobalplayer,andapre-requisiteforchangingconsumer6)DerceDtionsoverseas.HomeListeningTheChinesegovernmentcanplayaveryspecialroleinthesedifficulttimes.Leadershipmeanstakingshorttermactionstospur7)jdomesticdemandandenhancethecompetitivenessofexports.Butleadershipalsomeanscreatinganationalagenda—like8)innovation_inJapan,designinKoreaorengineeringinGermany-thatservesasaguidinglightforChinesecompanieseagertomaketheirbrandmarkonglobalmarkets.Nowisthe9)criticalmomentforChinesegovernmentandbusinessLeaderstoconsiderthenextsia父eoferovv/.governmentandbusinessleaderstoconsiderthenextstageofgrowth.Thistransformationmustnotonlytakeplaceinareassuchastechnology,qualitycontrolandinternationalcooperation,butinbrandcreationandbrandmanagement.AsiancompanieslikeToyota,Sony,SamsungandHyundai10)whichhavealreadytraveledtheglobalizationpathknowthatbrandvalueisthekeytounlockingshareholdervalue.UNIT3RecessionandJobs:SurvivingtheRecessionScriptIt'sofficial-theBritisheconomyisinrecession.GovernmentfiguresreleasedFridayshowtheeconomycontractedbyalargerthanexpected1.5percentinthelastthreemonthsof2008,aftera0.6%dropinthepreviousquarter.Britain'sfinancechief,ChancellorAlistairDarlingacknowledgedtheeconomyhadtakenasharperdownturnthananticipated.“Ifyoulookattoday'sfigures,whatyou'reseeingisaverysignificantfallinindustrialproduction,andthat'sbeencausedbecauseworldtradehasreallyfallenawayvery,veryrapidlyoverthepastfewweeksandmonths,“saidChancellorDarling.WhatstartedasacrisisinthefinancialsectorinBritaincontinuestoinfectthewidereconomy.Unemploymentisacceleratingsharply,withnearlytwomillionpeoplenowoutofwork,thehousingmarketremainsseverelydepressedandretailsalesareweak.FortheU.K.Friday'sfiguresshowthebiggestdeclineinnearly30years.But,ChancellorDarlingwasquicktopointoutthatBritainiscertainlynotalone."We'refacingthisproblemeverywhere,"hesaid.''Americahasbeeninrecessionforayearnow,evenGermany,Italy,Japan.CountriesintheFarEastareseeingasubstantialslowdowningrowth."TheBritishgovernmenthasmovedtobailoutfailingbanksandhasputinplaceamulti-billiondollarstimuluspackagetoshoreuptheailingeconomy,includingacutinthenationalsalestaxandhelpforbusinesses,homeownersandlow-incomefamilies.ScriutReporter:Well,hesaidwewereinarecessionbackinMarch,andtheUSeconomyhasskiddedalongforthepasttwoquarters.So wherearewenow?IntheEconomicCyclewithmenowLakshmanAchuthan,managingdirectorofECRI,theEconomicCycleResearchInstitute,thanksforbeingwithus.LakshmanAchuthan:Wellthanksforhavingmeback.Reporter:Thisisacallyou5vemadealot,butwhatwerecently一andit'slikelyrightalotofpeoplearestartingtoagreewithyou—butthequestionis,wehavenotseentwoback-to-backquartersofcontractinggrowth.Thatisthetraditionaldefinitionofarecession.LakshmanAchuthan:Yeah,ifsit-whatthatisreallyis,it'saruleofthumbthatwas,andIwasresearchingthis5cozI'veheardsomuchaboutit—itcameoutinanarticlein1974wheretherewasalaundrylistofwaysofknowingaboutarecessionforthemanonthestreet,andoneoutof,like,tenthingswastwonegativequartersback-to-back,'coz[it]usuallyhappensaroundarecession.Whatyoufindisthat,that'snotthewayyoudefinearecession,becausearecessionisreallyasequenceofevents,andsoyouneedtolookatasequenceofindicators.Essentiallywhatyou'relookingforisforsalestofall,sobroadsalesisakeyindicator,whichthenpullsdownproduction,soindustrialproductionisanindicatortheyusetodefinerecession,whichthenhitsjobs,becauseifproductionfalls,thenjobsaregonnafall.Youdon'tneedtohirethatmanypeopleandthenwagesorincomecomesdown,andthat'sthelastpiece.Soit'sthesequence,andthenifwagescomedown,thenitgoestothefrontofline,andpeoplecan'tbuythatmuch.Sosalesfallandthat'showyougetarecession,sothetwonegativequarters,Ithink,issomethingyouoftenseethereinarecession.'、'、'、Reporter:Notalways.LakshmanAchuthan:Butnotalways.So2001forexample:definitelyarecession;wealmostlost3millionjobs,weloppedoffhalfthevalueoftheNASDAQ,alotofgriefaroundthere.Idon'tthinkanyonedisputesthatitwasarecession.YouneverhadtwonegativequartersofbacktobackGDP.Reporter:Yeah,andcorrectmeifI'mwrong.We'redealingwithinflationatthe,youknow,fastestratein17years.(That'scorrect.)Wagesarenotup5.6%likeinflationis,andwe'redealingwithmorethan400,000joblessclaimslastweek,we'redealingwithallofthis....goingonso,who'stosayrightnowthatwearen'tinarecession?LakshmanAchuthan:Well,Ithink,youknow,some,uh,acheerleaderoftheeconomyforonereasonoranother,someinstitutionswhowannadothat,ifyouarebullish,andyouwannahavea—youmighthaveacertainvestedinterestinarguingthat.Whatwe'retryingtodoisjustgetitrightwhere,youknow,whereareweinthebusinesscycleandwhat'sthelikelihoodofaturningpointahead.Nowwe'vealreadycalledthepeak.Ithinkwhenthedustsettles,you'regonnaseemorenegativequartersofGDP,they'regonnagetreviseddownnextyear.Andlookingforwardwhatwe'reveryconcernedaboutisanysignofarecovery,andthathasn'treallyappearedyet.Soyouknowthebadnewsisweareinarecession.Thegoodnewsisit'sbeenkindofshallowsofar,thenotsogoodnewsorongoingconcernisthatwedon'tseethefoundationsforarecovery.AudioScriptTheglobaleconomicslowdownishittingtheautoindustryhard.Demandforcarsisdownandcarmakersarehavingtocutcosts.ThelatestcasualtyinthiscrisisistheU.S.giantChrysler.Ithasjustannounceditwillslashitswhite-collarworkforcebyaquarter.Thismeans5,000employeeswilllosetheirjobs.Chrysler'sCEOBobNardellie-mailedhisworkerswithaverygloomymessage:'Thesearetrulyunimaginabletimesforourindustry.Neverbeforehaveautoindustrysalesfallenatsuchafastrate,^^hewrote.Mr.Nardellialsohadbadnewsforhisblue-collarworkers.Chryslerwillalsoaxe1,825workersattwoofitsassemblyplants.Thisnewswillsendaworryingmessagetootherautomanufacturersaroundtheworld.TheworstcouldbeyettocomeforAmericancarworkers.ThereisadealbrewingthatcouldseeamergerbetweenChryslerandoneofitsrivalsGeneralMotors.Thiscouldleadtotensofthousandsmorejoblossesasthenewcompanymakesdeepcostcuts.Mr.Nardellisuggestedthatmorestructuralchangesareinthepipeline."Wecannotoperateaswehaveinthepast,“hewarned.Chryslerisnotinapositiontorestructurequickly.NinetypercentofitsmarketisintheUSA,andconsumersarehavinghugeproblemsgettingcarloansinthecreditcrunch.Thecompanyalsodependsonsalesofitsgas-guzzlingsportsutilityvehicles.Americancarbuyerstodayarechoosingtobuysmaller,more