Four Corners is an integrated four-skills course for adults and young adults who want to use English to communicate effectively in daily life. Easy and enjoyable to teach. It combines proven communicative methodology with a practical outcomes-based approach. Four Corners features a clear presentation of vocabulary, a thorough grammar syllabus, and an everyday functional language lesson in every unit together with systematic practice of all four skills. Four Corners places special emphasis on helping students become confident and competent speakers of English. Speaking activities at the end of every lesson, tied to clearly labeled measurable outcomes, enable students to see the results of their learning and help them see their progress.
Four Corners is an integrated four-skills course for adults and young adults who want to use English to communicate effectively in daily life. Easy and enjoyable to teach. It combines proven communicative methodology with a practical outcomes-based approach. Four Corners features a clear presentation of vocabulary, a thorough grammar syllabus, and an everyday functional language lesson in every unit together with systematic practice of all four skills. Four Corners places special emphasis on helping students become confident and competent speakers of English. Speaking activities at the end of every lesson, tied to clearly labeled measurable outcomes, enable students to see the results of their learning and help them see their progress.
With over a million copies sold, Economics in One Lesson is an essential guide to the basics of economic theory. A fundamental influence on modern libertarianism, Hazlitt defends capitalism and the free market from economic myths that persist to this day. Considered among the leading economic thinkers of the “Austrian School,” which includes Carl Menger, Ludwig von Mises, Friedrich (F.A.) Hayek, and others, Henry Hazlitt (1894-1993), was a libertarian philosopher, an economist, and a journalist. He was the founding vice-president of the Foundation for Economic Education and an early editor of The Freeman magazine, an influential libertarian publication. Hazlitt wrote Economics in One Lesson, his seminal work, in 1946. Concise and instructive, it is also deceptively prescient and far-reaching in its efforts to dissemble economic fallacies that are so prevalent they have almost become a new orthodoxy. Economic commentators across the political spectrum have credited Hazlitt with foreseeing the collapse of the global economy which occurred more than 50 years after the initial publication of Economics in One Lesson. Hazlitt’s focus on non-governmental solutions, strong — and strongly reasoned — anti-deficit position, and general emphasis on free markets, economic liberty of individuals, and the dangers of government intervention make Economics in One Lesson every bit as relevant and valuable today as it has been since publication.
A course to prepare students for the IELTS test at an intermediate level (B2). Combines contemporary classroom practice with topics aimed at young adults
Four years ago, the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales. Now their latest research reveals something even more surprising: Being a Challenger seller isn’t enough. Your success or failure also depends on who you challenge. Picture your ideal customer: friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need. Most marketing and sales teams go after low-hanging fruit: buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be? The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’t: Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is. It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers. The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization.
What's the secret to sales success? If you're like most business leaders, you'd say it's fundamentally about relationships-and you'd be wrong. The best salespeople don't just build relationships with customers. They challenge them. The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades. Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance. Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale. The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.
The World Bank Group is a vital source of financial and technical assistance to developing countries around the world. Its focus is on helping the poorest people in the poorest countries by using its financial resources, staff, and extensive experience to aid countries in reducing poverty, increasing economic growth, and improving quality of life. In partnership with more than 100 developing countries, the Bank Group is striving to improve health and education, fight corruption, boost agricultural support, build roadsand ports, and protect the environment. Other projects are aimed at rebuilding war-torn countries or regions, providing basic services such as access to clean water, and encouraging investments that create jobs. In addition to this critical groundwork around the world, various parts of the World Bank Group are involved in activities ranging from conducting economic research and analysis to providing financial and advisory services to governments and private enterprises. This completely revised and updated second edition provides an accessible and straightforward overview of the World Bank Group's history, organization, mission, and purpose. Additionally, for those wishing to delve further into subjects of particular interest, the book guides readers to sources containing more detailed information, including annual reports, Web sites, publications, and e-mail addresses for various departments. It also provides information on how to work for or do business with the World Bank. A good introduction for anyone interested in understanding what the World Bank Group does and how it does it, this book shows readers who want to learn more where to begin.
A collection of twelve lessons that teach English language grammar, vocabulary, functional language, listening and pronunciation, reading and writing and speaking.
To feed its 1.2 billion people, China may soon have to import so much grain that this action could trigger unprecedented rises in world food prices. In Who Will Feed China: Wake-up Call for a Small Planet, Lester Brown shows that even as water becomes more scarce in a land where 80 percent of the grain crop is irrigated, as per-acre yield gains are erased by the loss of cropland to industrialization, and as food production stagnates, China still increases its population by the equivalent of a new Beijing each year. When Japan, a nation of just 125 million, began to import food, world grain markets rejoiced. But when China, a market ten times bigger, starts importing, there may not be enough grain in the world to meet that need - and food prices will rise steeply for everyone. Analysts foresaw that the recent four-year doubling of income for China's 1.2 billion consumers would increase food demand, especially for meat, eggs, and beer. But these analysts assumed that food production would rise to meet those demands. Brown shows that cropland losses are heavy in countries that are densely populated before industrialization, and that these countries quickly become net grain importers. We can see that process now in newspaper accounts from China as the government struggles with this problem.
