大学体验英语视听说2原文

大学体验英语视听说2UNIT1McDonald'sBusinessModel:TheThree-leggedStool ScriptMcDonald'sCorporation(MCD)isoneoftheleadingfast-foodrestaurantchainsintheworld,touchingthelivesofpeopleeveryday.Astheworld'slargestchainofrestaurants,itprimarilysellshamburgers,chicken,frenchfries,milkshakes,softdrinks,etc.Thebusinessbeganin1940,witharestaurantopenedbybrothersDickandMacMcDonald.Initially,theyjustownedahotdogstand.Butafterestablishingtherestauranttheyservedaround25items,whichweremostlybarbecued.Itbecameapopularandprofitableteenhangout.Theirintroductionofthe“SpeedServiceSystem^^in1948establishedtheprinciplesofthemodernfast-fbodrestaurant.ThepresentcorporationdatesitsfoundingtotheopeningofafranchisedrestaurantbyRayKroconApril15,1955.Ineffect,KrocopenedhisfirstandtheoverallninthrestaurantinChicago,Illinois,andgavebirthtoMcDonald'sCorporation.In1958,therestaurantchainsoldits100millionthhamburger.In1960,Krocrenamedhiscompanyas“McDonald'sCorporation”.In1961,KrocconvincedtheMcDonaldbrotherstosellthebusinessrightstohiminthecompany.Thushepurchasedthebrothers'equityforasumof$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,notonlymyselfbutliterallyhundredsofthousandsofpeoplethatwenttotheMcDonald9ssystemandwereguidedbyalotoftheprinciples.WhenIleftMcDonald's,Iwentintoconsultingand,andoneofthesurprisesIhadwasmanyoftheorganizations,bothlargeandsmall,wasthefactthatsomeofthebasicprinciples,someofthefoundationsthatgoodorganizationsneedtobesuccessful,weren'tthere.AndIwasconstantlybeingaskedabout,<fcWell,tellmehowyoudidinMcDonald's”.Andmythinkingwas,“Gee,I'llwriteabookaboutitandhelpmyclientbaseandFilbeabletohelpthemmoveforwardwithit."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,andIthinkthafsoneofthegreatthingsthatkeepsfolksthere.EveryCEOhasgonethroughtheranks.Tanya:Isthereanycrossoverfromthosewhoworkontheserversidetotheexecutiveside,oryouhavetogobacktoschoolforthat?Paul:Oh,no,allthetime,Imean,Istartedasa16-year-oldcrewperson.MikeQuinlan,who'saCEOfor14yearsstartedinthemailroom,sothere'splentyofcrossover.ScriptSincesettingupthefirstMcDonald'sinChina,theWesternrestaurantchainhasbeenexpandingsteadilyandsuccessfully.Sofar,otherthanthehomemarket-theUnitedStates-ChinaistheNo.1growthmarketforMcDonald's,withover1000restaurantsandover60,000employees.ChinaalsorepresentsonethirdofallcapitalexpendituresintheAsia-Pacific,MiddleEastandAfricaregion,wherethefast-foodgiantisin37markets.AccordingtoSkinner,vice-chairmanandCEOofthisworld'slargestfast-foodcompany,"We'vebeensteadilygrowingwithChinaforthepast20yearsandareveryexcitedforwhatthefutureholds,Mhesays.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'sJSkinneradds.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,andanothersecrettoMcDonalds9success,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.OneoftheMcDonalds'mottos,apparently,isneverbesatisfied?[Yes.]Tellusaboutthecompany'snoexcusesworkingenvironment.Paul:Yeah,well,standardsareveryimportantandyouknowis-inordertohaveastandard,youhavethatmeasurement,andifit'sworthdoing,it'sworthmeasuring.Andeverytimeyoumeasuresomething,performanceimprovesbecausepeoplehaveaguideline-theyknowwherethey'regoing,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)Inordertosolidifytherelationship,theymaychooseindirectinteractionsClearly,perceptionsanddifferencesinvaluesaffecttheoutcomesofnegotiationsandthesuccessofnegotiators.10)withoutregardforthetimeinvolvedingettingtoknowtheothernegotiator.ForAmericanstoplayamoreeffectiveroleininternationalbusinessnegotiations,theymustputforthmoreefforttoimprovecross-culturalunderstanding.222222222222222222222222222222222222222222222222UNIT2MadeinChina ScriptWhybuyproductsmadeinChina?OneofthemostimportantreasonsisthatbuyinggoodsfromChinasavesAmericansover$10()billionannually.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."ForSaraBongiorni,itbeganwithasimplequestion:CouldsheandherfamilylivenormallivesforoneyeariftheydecidednottobuyanythingmadeinChina?“It'snothingagainstChina;ifsmorelikeanexperimenttomeasurehowfarChina'spushedintoourlives.”Thesimpleanswer:Itwaseverywhereintheirlives,fromherkitchen...“Ourcoffeemakerbrokelastyearandwedidn'treplaceitintime.AllcoffeemakerscomefromChinaunlessyou'regonnashelloutforanexpensiveItalianespressomaker.”・・・toKevin'sworkroom.PegboardhangersforhistoolsonlycomefromChina.'Tvegoneallyearlongwithbasicallymytoolsjustlayingaround.M...toshoesforfastgrowingWes.Anon-Chinapaircostthem65bucks,andwhenKevin's20dollarChinesesunglassesbroke,SaraboughthimsomenewonesmadeintheUSA.“Ibelievetheywereaboutahundredandfiftydollars,sothatwouldnotbenormallyinthebudget.^^Anddon'tevengetherstartedonfindingtoysforthekids.“Thatone'sfromChina,huh?MTheproductstheBongiornisbecamesodependentoncamefromfactoriesjustlikethisonehereinChina,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.ScriptMention“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.ScriptTheBigBrothercamerasmonitorfactoryfloorsand,viatheInternet,AmericanbuyerscanalsowatchintheirofficesbackintheUSA.CBSNewswasshownallthisbecauseChinadesperatelywantstoconvinceAmericaitiscleaningupitstoymakingact.t4ThereisanoldChinesesaying,Msaysthisofficer.44Ifyoucanseeit,you'Hbelieveit.”SeeingtobelieveitiswhywewereinvitedtothisfactoryinsouthernChina,withitsownqualitycontrolmanage匚Onlygoodquality,hesays[qualitycontrolmanagerEricChinofGuangdong!willgivecustomersconfidence.ThiseagernessforopennesscomesbecauseChina'smulti-billiondollartoyindustryisunderthreat.So,nosurprisewewereassuredthatsupplieslikepaintarenowtriple-checked.Buttherealityisthatotherfactoriesarenotsocareful.SincethetoyrecallsstartedintheUS,Chinahasshutdownsome800manufacturers.Andauthoritiesarelightingafireunderstatetestinglabs.U.S.companiessharetheblame,pushingsohardtocutcoststhatsomeChinesemakersusecheaperleadpaint.ScriptOfficialssaythislabisworkingflatout;peopleareonovertime,morestaffbeinghired—andnowonder—theysaythey'redoingfivetimesasmanytestsastheydidjustayearago.AndChina'sgovernmenthassentsome200,0(X)inspectorsacrossthecountry,checkingallkindsofplantsandmanufacturers,frompharmaceuticalstofarming.Butthemainfocusistoys,andChinaadmitsitishurting.Alltoymanufacturers,saidagovernment—runnewspaper,willfeelthechillthiswinter.ExpertssayChinaisgettingbetter.4fcButitstillhashalfacenturytogotocatchuptowheretheUnitedStatesis,M[saidDanielRosenoftheChinaStrategicAdvisory].China'sambitionissellingAmericahigh-endproductslikeTVsandcars.Butiftheycan'tgetsimplewoodentoysright,theworldmayturnitsbackonanythingwiththetaintedlabel:uMadeinChina.”HomeListeningToday'sleadingChinesebrandsmustlearnhowtocreateandmanagetheirbrandvalueonaglobalscale.Itistimeforthemtore-thinktheirglobalbrand1)strategy,andfollowthebestpracticesoftheworld'smostpowerfulmulti-nationalbrands.WhilewearestillseveralyearsawayfromaChinesebrandappearingonInterbrand'sBestGlobalBrands,thelessonsfromthe2)annualrankingareclear—greatbrandsknowtheirstrengthsandweaknessesandploteffectivestrategiesto3)sustainandimprovetheirvalueinthefuture.Withthedownturnoftheglobaleconomy,thetransformationofthe“MadeinChina^^labelandtheacceptanceofChinesebrandsoverseascannotbemade4)overnight.ThefirstchallengeistoimprovethequalityandsafetyofallChineseproducts.Thedefinitionandenforcementofstrict5)standardsandtheactiveengagementinenvironmentalprotectionisasocialresponsibilityforanyglobalplayer,andapre-requisiteforchangingconsumer6)perceptionsoverseas.HomeListeningTheChinesegovernmentcanplayaveryspecialroleinthesedifficulttimes.Leadershipmeanstakingshorttermactionstospur7)domesticdemandandenhancethecompetitivenessofexports.Butleadershipalsomeanscreatinganationalagenda-like8)innovationinJapan,designinKoreaorengineeringinGermany—thatservesasaguidinglightforChinesecompanieseagertomaketheirbrandmarkonglobalmarkets.Nowisthe9)criticalmomentforChinesegovernmentandbusinessLeaderstoconsiderthenextstageofgrowth,govermentandbusinessleaderstoconsiderthenextstageofgrowth.Thistransformationmustnotonlytakeplaceinareassuchastechnology,qualitycontrolandinternationalcooperation,butinbrandcreationandbrandmanagement.AsiancompanieslikeToyota,Sony,SamsungandHyundai10)whichhavealreadytraveledtheglobalizationpathknowthatbrandvalueisthekeytounlockingshareholdervalue.333333333333333333333333333333333333333333333333333333333333UNIT3RecessionandJobs: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.ScriptReporter:Well,hesaidwewereinarecessionbackinMarch,andtheUSeconomyhasskiddedalongforthepasttwoquarters.Sowherearewenow?IntheEconomicCyclewithmenowLakshmanAchuthan,managingdirectorofECRI,theEconomicCycleResearchInstitute,thanksforbeingwithus.LakshmanAchuthan:Wellthanksforhavingmeback.Reporter:Thisisacallyou'vemadealot,butwhatwerecently—andit'slikelyrightalotofpeoplearestartingtoagreewithyou—butthequestionis,wehavenotseentwoback-to-backquartersofcontractinggrowth.Thatisthetraditionaldefinitionofarecession.LakshmanAchuthan:Yeah,it'sit—whatthatisreallyis,it'saruleofthumbthatwas,andIwasresearchingthis'cozFveheardsomuchaboutit—itcameoutinanarticlein1974wheretherewasalaundrylistofwaysofknowingaboutarecessionforthemanonthestreet,andoneoutof,like,tenthingswastwonegativequartersback-to-back,9coz[it]usuallyhappensaroundarecession.Whatyoufindisthat,that^notthewayyoudefinearecession,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,whereareweinthebusinesscycleandwhal'sthelikelihoodofaturningpointahead. Nowwe'vealreadycalledthepeak.Ithinkwhenthedustsettles,you'regonnaseemorenegativequartersofGDP,ihey'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.t4Wecannotoperateaswehaveinthepast,"hewarned.Chryslerisnotinapositiontorestructurequickly.NinetypercentofitsmarketisintheUSA,andconsumersarehavinghugeproblemsgettingcarloansinthecreditcrunch.Thecompa