<root>

<clog_session>
<clog_session_number></clog_session_number>
<clog_session_date>20240318</clog_session_date>
<clog_session_date_cancelled></clog_session_date_cancelled>
<clog_session_date_rescheduled></clog_session_date_rescheduled>
<clog_session_time>09:00-09:40</clog_session_time><!-- Mondays -->
<clog_session_ach>1</clog_session_ach>
<clog_session_rate></clog_session_rate>
<clog_session_credit></clog_session_credit>
<clog_session_credit_date></clog_session_credit_date>
<clog_session_balance></clog_session_balance>
<clog_session_status>active</clog_session_status>
<clog_session_print></clog_session_print>
<clog_session_title>Dilemma: Harley Davidson - Innovating &amp; rejuvenating your brand image</clog_session_title>
<clog_session_comment>By the end of this session you will have studied </clog_session_comment>
<clog_session_hw><![CDATA[
<img src="pix/icons8-smartphone-tablet-100.png" width="35em" border="0" alt="smartphone or tablet device"> <img src="pix/icons8-print-50.png" width="35em" border="0" alt="print"> Download onto your tablet or print the following pdf for our next lesson.
Intelligent Business Intermediate
Unit 3 Strategy
pg 26 ex 1 2 vocab<!-- pg 28 -->
Breaking into a new market
<a class="clog" target="about_blank" href="http://www.ictnle.com/tmp_pdf/intelligent_business_intermediate_students_book_pg23-26_the_big_picture_nike.pdf">intelligent_business_intermediate_students_book_pg23-26_the_big_picture_nike.pdf</a>


<img src="pix/icons8-movie-100.png" width="35em" border="0" alt="video"> The Rise And Fall Of Harley-Davidson
<em>Harley-Davidson is the most well-known American motorcycle brand in the world, but that status may be preventing the company’s future growth. Its core customers helped the company reach new heights, but Harley is facing challenges reaching new customers. And without new riders, the company might slowly erode.</em>
→ watch the following video (8'45min)
Business Insider
<a class="clog" target="about_blank" href="https://www.youtube.com/watch?v=zwud-2RKwA0">https://www.youtube.com/watch?v=zwud-2RKwA0</a>


<img src="pix/icons8-smartphone-tablet-100.png" width="35em" border="0" alt="smartphone or tablet device"> <img src="pix/icons8-print-50.png" width="35em" border="0" alt="print"> Download onto your tablet or print the following pdf for our next lesson.
Intelligent Business Intermediate
Case study: Harley's Angels
pg 30 reading
Brief
<a class="clog" target="about_blank" href="http://www.ictnle.com/tmp_pdf/intelligent_business_intermediate_students_book_pg30_case_study_harley_s_angels.pdf">intelligent_business_intermediate_students_book_pg30_case_study_harley_s_angels.pdf</a>


<img src="pix/vznaniya_logo_3.png" width="70em" border="0" alt="vznaniya meeting"> Vznaniya meeting details
<a class="clog" target="about_blank" href="https://webinar.vznaniya.ru/b/dun-5oc-kbz-fgl">https://webinar.vznaniya.ru/b/dun-5oc-kbz-fgl</a>
]]></clog_session_hw>
<clog_session_hw_activity>
<activity>
<session_date></session_date>
<hw_anchor></hw_anchor>
<activity_title></activity_title>
<instructions></instructions>
</activity>
</clog_session_hw_activity>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_review>
<list_of_reviews></list_of_reviews>
</clog_session_hw_review>
<clog_incl></clog_incl>
<clog_session_warmer></clog_session_warmer>

<clog_session_flipped_lessons_contents>
<list_of_ref></list_of_ref>
</clog_session_flipped_lessons_contents>

<clog_support_material>
<clog_book_title>Intelligent Business</clog_book_title>
<clog_book_level>B1</clog_book_level>
<clog_book_unit></clog_book_unit>
<grammar></grammar>
<vocab></vocab>
<functional_language></functional_language>
<practical_skills></practical_skills>
<business_case></business_case>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
T / Cl
If you could buy a motorbike, what would you buy?
<span class="show_key">
✓ a Harley Davidson
(...)
</span>

Isn't the image of Harley biker a bit old-fashioned?
<span class="show_key">
〆not particularly eco-friendly
〆not related to ethics
〆identifies rather with WASP (white, Anglo-Saxon Protestant)
(...)
</span>
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id>1</activity_id>
<activity_title>The Rise And Fall Of Harley-Davidson</activity_title>
<hw_anchor></hw_anchor>
<activity_status>active</activity_status>
<activity_type>edit_ol_qa</activity_type>
<activity_icon>pix/icons8-collaboration-100_white.png</activity_icon>
<instructions><![CDATA[Watch the video.
<img src="pix/icons8-movie-100.png" width="35em" border="0" alt="video"> The Rise And Fall Of Harley-Davidson (8'45min)
<em>Harley-Davidson is the most well-known American motorcycle brand in the world, but that status may be preventing the company’s future growth. Its core customers helped the company reach new heights, but Harley is facing challenges reaching new customers. And without new riders, the company might slowly erode.</em>
Business Insider
<a class="clog" target="about_blank" href="https://www.youtube.com/watch?v=zwud-2RKwA0">https://www.youtube.com/watch?v=zwud-2RKwA0</a>

→ answer the questions]]></instructions>
<!--<instructions02><![CDATA[ ]]></instructions02>
<instructions_demo><![CDATA[ ]]></instructions_demo> -->
<html5_video>the_rise_and_fall_of_harley_davidson_zwud-2RKwA0_f248.mp4</html5_video>
<qas>
</qas>
<key>
</key>
<qa>
<qs>Why did sales of Harley Davidson plummet?
</qs>
<ans>✓ economic crisis
</ans>
<hint>to plummet = to fall suddenly and quickly from a high level or position
</hint>
</qa>
<qa>
<qs>When did the Harley Davidson make a reputation for its reliability?
</qs>
<ans>✓ 60 000 bikes for the US military during World War 2
= a machine of war
</ans>
<hint>
</hint>
</qa>
<qa>
<qs>What did veterans want once they got back from WW2?
</qs>
<ans>✓ live on their own terms
✓ mobility
✓ freedom
✓ attitude
= counter culture
</ans>
<hint>attitude = confident, sometimes aggressive behaviour that shows you do not care about other people's opinions and that you want to do things in an individual way
</hint>
</qa>
<qa>
<qs>What made the Harley Davidson really popular?
</qs>
<ans>✓ Hollywood
e.g. The Wild One
e.g. Easy Rider
</ans>
<hint>
</hint>
</qa>
<qa>
<qs>What role did the baby-boomers play?
</qs>
<ans>✓ promoted cool image
✓ strong community
→ sold a lifestyle
</ans>
<hint>baby-boomer = member of the baby boom generation in the 1950s-1964
</hint>
</qa>
<qa>
<qs>How did Harley Davidson try to recover from the 86% drop due to the Great Recession (in 2007)?
</qs>
<ans>✓ reach emerging markets
✓ sell to a younger population
✓ attract women
→ design beginner models
→ introduce smaller, more fuel-efficient bikes

(...) 
〆measures failed
→ refocused on selling loud bikes
</ans>
<hint>to plunge = to fall suddenly and quickly from a high level or position
</hint>
</qa>
<qa>
<qs>What is happening to Harley Davidson's core customer base?
</qs>
<ans>= ageing
✓ 27 years old in 1985
〆50 years old in 2018
</ans>
<hint>
</hint>
</qa>
<qa>
<qs>What other criticism is Harley Davidson facing?
</qs>
<ans>〆expensive bikes at an average of USD 20 000
〆not practical
= pricey toys
</ans>
<hint>
</hint>
</qa>
<qa>
<qs>What strategical choice should Harley Davidson make?
</qs>
<ans>✓ captivate millennials
OR
✓ rely on ageing, but loyal, customer base
</ans>
<hint>to captivate = to keep sb's close attention by being extremely interesting, attractive, etc
</hint>
</qa>
<qa>
<qs>What steps is Harley Davidson now taking?
</qs>
<ans>✓ buy-back programme to help upgrade your bike
→ reach out to new riders
✓ produce electric bikes
→ attract an ecology-oriented generation
✓ rely on valuable brand equity
</ans>
<hint>
</hint>
</qa>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<pdf_file>tmp_pdf/intelligent_business_intermediate_students_book_pg30_case_study_harley_s_angels.pdf</pdf_file>
<activity_contents><![CDATA[
pg 30 Dilemma <!-- pg 30 -->
Brief - reading

T / Cl
How would you deal with the ageing target group?
<span class="show_key">
✓ launch a new product line to appeal to a younger generation
✓ offer cheaper, more accessible models to compete with Asian competition
(...)
</span>

pg 143 Unit 3 - Harley Davidson proposals for strategic leadership council meeting
reading

T / Cl
Which approach(es) do you recommend? Why? Why not?
<span class="show_key">
→ product development approach
〆slow &amp; heavy, cruising bikes are not popular any more
✓ R&amp;D have probably some new, hybrid bikes (i.e. eco-friendly)
〆time consuming &amp; expensive
→ acquisition approach
✓ faster to deploy
✓ penetration into new markets
→ marketing approach
✓ a must to enter any new market
〆clothing &amp; accessories account only for 20% of income
〆made-in-America label is synonymous of 'expensive'
→ distribution approach
✓ contract out new outlets
〆risk of counterfeit production in India &amp; China
(...)
</span>

pg 30 decision 

pg 30 listening
intelligent_business_the_economist_longman/intelligent_business_intermediate/intelligent_business_intermediate_audio_cd01/intelligent_business_intermediate_cd01_8.ogg

T / Cl
Feedback
<span class="show_key">
* Harley Davidson need to innovate &amp; rejuvenate their brand image
〆don't rely on a single customer group
〆don't turn off existing customers
✓ introduce new models
✓ diversify (e.g. manufacture lawn-mowers?)
→ new generation can buy into the Harley experience
→ draw in new customers
〆no certification in Taiwan
〆need to find a Chinese partner who could be trusted 
→ make alliances
= marketing &amp; distribution approaches
</span>
<!--set for homework
pg 30 Dilemma task 2  -->
]]></activity_contents>
</clog_activity>

</clog_support_material>

<clog_expressions>
to erode = to gradually destroy sth or make it weaker over a period of time; to be destroyed or made weaker in this way
to plummet = to fall suddenly and quickly from a high level or position
to plunge = to fall suddenly and quickly from a high level or position
brand equity = value of a particular brand for the company that makes it:
attitude = confident, sometimes aggressive behaviour that shows you do not care about other people's opinions and that you want to do things in an individual way
baby-boomer = member of the baby boom generation in the 1950s-1964
to captivate = to keep sb's close attention by being extremely interesting, attractive, etc

acquisition = company, piece of land, etc. bought by sb, especially another company; the act of doing so
to turn off = to cause to feel intense dislike or distaste; to put off
to draw in = to attract, appeal
to rejuvenate = to make sb/sth look or feel younger or more lively
</clog_expressions>

<clog_deco><![CDATA[

]]></clog_deco>
<clog_pig>
</clog_pig>
</clog_session>



<clog_session>
<clog_session_number></clog_session_number>
<clog_session_date>20240313</clog_session_date>
<clog_session_date_cancelled></clog_session_date_cancelled>
<clog_session_date_rescheduled></clog_session_date_rescheduled>
<clog_session_time>09:00-10:00</clog_session_time>
<clog_session_ach>1.5</clog_session_ach>
<clog_session_rate></clog_session_rate>
<clog_session_credit></clog_session_credit>
<clog_session_credit_date></clog_session_credit_date>
<clog_session_balance></clog_session_balance>
<clog_session_status>active</clog_session_status>
<clog_session_print></clog_session_print>
<clog_session_title>Nike's Goddess</clog_session_title>
<clog_session_comment>By the end of this session you will have studied </clog_session_comment>
<clog_session_hw><![CDATA[
<img src="pix/icons8-smartphone-tablet-100.png" width="35em" border="0" alt="smartphone or tablet device"> <img src="pix/icons8-print-50.png" width="35em" border="0" alt="print"> Download onto your tablet or print the following pdf for our next lesson.
Intelligent Business Intermediate
Unit 3 Strategy
pg 26 ex 3 reading<!-- pg 28 -->
pg 25 Nike's Goddess
<a class="clog" target="about_blank" href="http://www.ictnle.com/tmp_pdf/intelligent_business_intermediate_students_book_pg23-26_the_big_picture_nike.pdf">intelligent_business_intermediate_students_book_pg23-26_the_big_picture_nike.pdf</a>


<img src="pix/vznaniya_logo_3.png" width="70em" border="0" alt="vznaniya meeting"> Vznaniya meeting details
<a class="clog" target="about_blank" href="https://webinar.vznaniya.ru/b/dun-5oc-kbz-fgl">https://webinar.vznaniya.ru/b/dun-5oc-kbz-fgl</a>
]]></clog_session_hw>
<clog_session_hw_activity>
<activity>
<session_date></session_date>
<hw_anchor></hw_anchor>
<activity_title></activity_title>
<instructions></instructions>
</activity>
</clog_session_hw_activity>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_review>
<list_of_reviews></list_of_reviews>
</clog_session_hw_review>
<clog_incl></clog_incl>
<clog_session_warmer></clog_session_warmer>

<clog_session_flipped_lessons_contents>
<list_of_ref></list_of_ref>
</clog_session_flipped_lessons_contents>

<clog_support_material>
<clog_book_title></clog_book_title>
<clog_book_level></clog_book_level>
<clog_book_unit></clog_book_unit>
<grammar></grammar>
<vocab></vocab>
<functional_language></functional_language>
<practical_skills></practical_skills>
<business_case></business_case>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_status>wip</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
pg 24 ex 2 reading<!-- pg 28 -->

]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id>1</activity_id>
<activity_title>Strengths, weaknesses, opportunities and threats</activity_title>
<activity_status>active</activity_status>
<activity_type>deck_shuffled_lines_halign</activity_type>
<!-- Sort out the arguments and put them under the headings-->
<instructions><![CDATA[Place the phrases under the headings strengths or opportunities. Complete the notes where suggested (...)
→ do you agree with the strategy?
]]></instructions>
<instructions_demo><![CDATA[Strengths                                         Weaknesses / development challenges
  


  
  
 Opportunities                                           Threats




  
]]></instructions_demo> 
<activity_contents><![CDATA[
leader in sports marketing
Unappealing to women
Niketown stores are dark, noisy &amp; harsh
fashion &amp; shoe cycles don't match
use the targeting of women to redefine / re-energise the entire brand
competition
]]></activity_contents>
<key><![CDATA[
Strengths  
leader in sports marketing

Weaknesses / Development challenges
Unappealing to women
Niketown stores are dark, noisy &amp; harsh
fashion &amp; shoe cycles don't match

Opportunities
use the targeting of women to redefine / re-energise the entire brand

Threats
competition
]]></key>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_status>wip</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
pg 26 ex 3 reading for detail<!-- pg 28 -->
  
T / Cl
What has galvanised♣  you recently?
<span class="show_key">
♣ galvanise
= to motivate

✓ the impact you had on your business at both company &amp; market levels
</span>

What is your Achilles' heel?
<span class="show_key">
✓ long lead time (due to logistics)
</span>

Could seniority be an obstacle to deploying a restructuring / marketing strategy?
<span class="show_key">
✓ the board may not be willing to take risks
〆elder managers might be resistance to change
</span>

T / Cl
Are you keen on fashionable looking shoes or do you prefer comfort?
<span class="show_key">
✓ need an assortment of both for all situations
</span>

set for homework
pg 26 ex 1 2 vocab<!-- pg 28 -->
Breaking into a new market

T / Cl
What product or solution are you working on at present?
→ describe it using a SWOT analysis
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id>3</activity_id>
<activity_title>SWOT analysis</activity_title>
<session_date>20230907</session_date>
<hw_anchor>hw20230403</hw_anchor>
<functional_language>Preparing &amp; delivering a SWOT analysis</functional_language>
<activity_icon>pix/icons8-lecturer-100_white.png</activity_icon>
<activity_status>active</activity_status>
<activity_status>wip</activity_status>
<activity_type>prep_2columns_2qa</activity_type> 
<activity_type>edit_2columns_2qa</activity_type> 
<instructions><![CDATA[You need to describe a new product or service to your team. Give them the big picture &amp; use a SWOT analysis.
→ add arguments under each category
]]></instructions>
<!--<instructions02><![CDATA[]]></instructions02>
<instructions_demo><![CDATA[]]></instructions_demo>  -->
<qa>
  <qs><![CDATA[
<strong>Strengths</strong>
<div contenteditable="true" style="background-color: #cdcdcd; border: dotted 1px; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>

<strong>Weaknesses</strong>
<div contenteditable="true" style="background-color: #cdcdcd; border: dotted 1px; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>

<strong>Opportunities</strong>
<div contenteditable="true" style="background-color: #cdcdcd; border: dotted 1px; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>

<strong>Threats</strong>
<div contenteditable="true" style="background-color: #cdcdcd; border: dotted 1px; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>
]]>
</qs>
<ans><![CDATA[ ]]></ans>
<hint></hint>
</qa>
<qa>
<qs><![CDATA[ ]]></qs>
<ans>
✓ dealing with tangible assets is usually just a decision depending on financial means
→ sales forecasts may be reliable
〆managing human resources may threaten a company's viability more than volumes of production

〆lack of competent subject-matter experts to work with
〆risk averse outsourced auditors
〆don't want to own a project
= being responsible
→ provide timely rather than delayed feedback
→ change corporate culture
</ans>
<hint>
</hint>
</qa>
</clog_activity>

</clog_support_material>

<clog_expressions>
SWOT analysis = strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning
legislation /ˌledʒɪsˈleɪʃən/ = law or a set of laws passed by a parliament
harsh = too strong and rough and likely to damage sth; cruel, severe and unkind

undisputed = that cannot be questioned or proved to be false
Achilles' heel /ə'kili:z/ = weak point or fault in sb's character, which can be attacked by other people
HQ = head-quarters, place from which a commander performs the functions of command
apparel /əˈpærəl/ = (especially AmE) clothing, when it is being sold in shops/stores
crucial = vital
turnoff = demotivating factor
to galvanise = to stimulate to action; to shock into finding a solution
</clog_expressions>

<clog_deco><![CDATA[

]]></clog_deco>
<clog_pig>
</clog_pig>
</clog_session>

<clog_session>
<clog_session_number></clog_session_number>
<clog_session_date>20240228</clog_session_date>
<clog_session_date_cancelled></clog_session_date_cancelled>
<clog_session_date_rescheduled></clog_session_date_rescheduled>
<clog_session_time>09:00-10:00</clog_session_time><!-- Wednesdays -->
<clog_session_time>09:00-09:40</clog_session_time><!-- Mondays -->
<clog_session_ach>1</clog_session_ach>
<clog_session_ach>1.5</clog_session_ach>
<clog_session_rate></clog_session_rate>
<clog_session_credit></clog_session_credit>
<clog_session_credit_date></clog_session_credit_date>
<clog_session_balance></clog_session_balance>
<clog_session_status>active</clog_session_status>
<clog_session_print></clog_session_print>
<clog_session_title>Communicating the big picture - choosing a strategy</clog_session_title>
<clog_session_title>Nike's Goddess</clog_session_title>
<clog_session_comment>By the end of this session you will have studied </clog_session_comment>
<clog_session_hw><![CDATA[
<img src="pix/icons8-smartphone-tablet-100.png" width="35em" border="0" alt="smartphone or tablet device"> <img src="pix/icons8-print-50.png" width="35em" border="0" alt="print"> Download onto your tablet or print the following pdf for our next lesson.
Intelligent Business Intermediate
Unit 3 Strategy
pg 24 ex 1 reading<!-- pg 28 -->
pg 25 Nike's Goddess
<a class="clog" target="about_blank" href="http://www.ictnle.com/tmp_pdf/intelligent_business_intermediate_students_book_pg23-26_the_big_picture_nike.pdf">intelligent_business_intermediate_students_book_pg23-26_the_big_picture_nike.pdf</a>


<img src="pix/vznaniya_logo_3.png" width="70em" border="0" alt="vznaniya meeting"> Vznaniya meeting details
<a class="clog" target="about_blank" href="https://webinar.vznaniya.ru/b/dun-5oc-kbz-fgl">https://webinar.vznaniya.ru/b/dun-5oc-kbz-fgl</a>
]]></clog_session_hw>
<clog_session_hw_activity>
<activity>
<session_date></session_date>
<hw_anchor></hw_anchor>
<activity_title></activity_title>
<instructions></instructions>
</activity>
</clog_session_hw_activity>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_review>
<list_of_reviews></list_of_reviews>
</clog_session_hw_review>
<clog_incl></clog_incl>
<clog_session_warmer></clog_session_warmer>

<clog_session_flipped_lessons_contents>
<list_of_ref></list_of_ref>
</clog_session_flipped_lessons_contents>

<clog_support_material>
<clog_book_title></clog_book_title>
<clog_book_level></clog_book_level>
<clog_book_unit></clog_book_unit>
<grammar></grammar>
<vocab></vocab>
<functional_language></functional_language>
<practical_skills></practical_skills>
<business_case></business_case>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
Unit 3 Strategy

T / Cl
What is happening in the following pictures?

<div class="flex-container">
<div align="left" style="padding-right: 2em;">picture 1
<em>Why does he look unhappy?</em>
<span class="show_key">
<img src="pix/audience-blur-carry-954623_01.jpg" width="80" border="1" alt="visual aid">
</span>
</div>

<div align="left" style="padding-right: 2em;">picture 2
<span class="show_key">
<img src="pix/audience-blur-carry-954623_02.jpg" width="120" border="1" alt="visual aid">
</span>
</div>

<div align="left" style="padding-right: 2em;">picture 3
<em>Can you tell what is going on by now, or do you need more information to get the complete picture?</em>
<span class="show_key">
<img src="pix/audience-blur-carry-954623_03.jpg" width="400" border="1" alt="visual aid">
</span>
</div>

<div align="left" style="padding-right: 2em;">picture 4
<em>Is she suffering?</em>
<span class="show_key">
<img src="pix/audience-blur-carry-954623_04.jpg" width="300" border="1" alt="visual aid">
</span>
</div>

<div align="left">picture 5
<em>How different is the big picture from your predictions?</em>
<span class="show_key">
<img class="zoom_1_3" src="pix/audience-blur-carry-954623.jpg" width="250" border="1" alt="visual aid">
→ live concert
</span>
</div>
</div>

T / Cl
Imagine you have to start a new product or service.
How do you communicate the big picture?
<span class="show_key">
✓ analyse market
✓ assess competition
✓ identify opportunities for growth
✓ recognise threats
→ set strategic objectives
</span>

pg 23 keynotes<!-- pg 27 -->
The big picture
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<pdf_file>tmp_pdf/intelligent_business_intermediate_students_book_pg23-26_the_big_picture_nike.pdf</pdf_file>
<functional_language>SWOT analysis</functional_language>
<activity_contents><![CDATA[
Functional language: Choosing a strategy

T / Cl
What should you consider as a priority when planning a new strategy: technology, costs, competition, or anything else?
<span class="show_key">
✓ rank competitors at the top
→ check why &amp; how to sell
✓ keep financial viability high on the agenda
→ can investment pay off? 
</span>

pg 24 preview<!-- pg 27 -->

How can you map out the best strategy for a given business?
<span class="show_key">
→ use a SWOT analysis
✓ strengths
✓ weaknesses
✓ opportunities
✓ threats
</span>

pg 24 ex 1 listening<!-- pg 27 -->
intelligent_business_the_economist_longman/intelligent_business_intermediate/intelligent_business_intermediate_audio_cd01/intelligent_business_intermediate_cd01_6.ogg

pg 24 ex 2 listening (reading)<!-- pg 28 -->

pg 24 ex 1 reading<!-- pg 28 -->
pg 25 Nike's Goddess
]]></activity_contents>
</clog_activity>

</clog_support_material>

<clog_expressions>
SWOT analysis = strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning
legislation /ˌledʒɪsˈleɪʃən/ = law or a set of laws passed by a parliament
harsh = too strong and rough and likely to damage sth; cruel, severe and unkind

undisputed = that cannot be questioned or proved to be false
Achilles' heel /ə'kili:z/ = weak point or fault in sb's character, which can be attacked by other people
HQ = head-quarters, place from which a commander performs the functions of command
apparel /əˈpærəl/ = (especially AmE) clothing, when it is being sold in shops/stores
crucial = vital
turnoff = demotivating factor
to galvanise = to stimulate to action; to shock into finding a solution
</clog_expressions>
<clog_deco><![CDATA[

]]></clog_deco>
<clog_pig>
threat /θret/
strength /s'treŋkθ/
analysis /əˈnæləsɪs/ 
analyses /ə'nælə,si:z/
</clog_pig>
</clog_session>


<clog_session>
<clog_session_number></clog_session_number>
<clog_session_date>20230929</clog_session_date>
<clog_session_date_cancelled></clog_session_date_cancelled>
<clog_session_date_rescheduled></clog_session_date_rescheduled>
<clog_session_time>15:30-16:30</clog_session_time><!-- Friday -->
<clog_session_time>15:45-16:45</clog_session_time><!-- Monday -->
<clog_session_ach>1.5</clog_session_ach>
<clog_session_rate>1666</clog_session_rate><!-- 2500 -->
<clog_session_credit></clog_session_credit>
<clog_session_credit_date></clog_session_credit_date>
<clog_session_balance></clog_session_balance>
<clog_session_status>active</clog_session_status>
<clog_session_print></clog_session_print>
<clog_session_title>Dilemma: Striking a balance (Camisea)</clog_session_title>
<clog_session_comment>By the end of this session you will have studied </clog_session_comment>
<clog_session_hw><![CDATA[
<img src="pix/icons8-smartphone-tablet-100.png" width="35em" border="0" alt="smartphone or tablet device"> <img src="pix/icons8-print-50.png" width="35em" border="0" alt="print"> Download onto your tablet or print the following pdf for our next lesson.
Intelligent Business Intermediate
Unit 5 Development
Dilemma: Striking a balance (Camisea)
pg 48 reading<!-- pg 42 -->
Brief
<a class="clog" target="about_blank" href="http://www.ictnle.com/tmp_pdf/intelligent_business_intermediate_students_book_pg41-48_142_138_144_unit5_development_prosperity_or_preservation_gas_for_peru_dilemma_camisea.pdf">intelligent_business_intermediate_students_book_pg41-48_142_138_144_unit5_development_prosperity_or_preservation_gas_for_peru_dilemma_camisea.pdf</a>


<img src="pix/zoom_meeting.png" width="35em" border="0" alt="zoom_meeting.png"> Zoom meeting details
S.Kabanov - Duncan Potter's Zoom Meeting
Meeting ID: <strong>719 7908 9976</strong>
<strong>Passcode: Jg9s29</strong>  
<a class="clog" target="about_blank" href="https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1">https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1</a>
]]></clog_session_hw>
<clog_session_hw_activity>
<activity>
<session_date></session_date>
<hw_anchor></hw_anchor>
<activity_title></activity_title>
<instructions></instructions>
</activity>
</clog_session_hw_activity>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_review>
<list_of_reviews></list_of_reviews>
</clog_session_hw_review>
<clog_incl></clog_incl>
<clog_sbook_ref_incl>
<clog_sbook_ref></clog_sbook_ref>
<clog_sbook_ref_selection></clog_sbook_ref_selection>
<clog_sbook_ref_selection></clog_sbook_ref_selection>
<clog_sbook_ref_selection></clog_sbook_ref_selection>
</clog_sbook_ref_incl>
<clog_session_warmer></clog_session_warmer>

<clog_session_flipped_lessons_contents>
<list_of_ref></list_of_ref>
</clog_session_flipped_lessons_contents>

<clog_support_material>
<clog_book_title></clog_book_title>
<clog_book_level></clog_book_level>
<clog_book_unit></clog_book_unit>
<grammar></grammar>
<vocab></vocab>
<functional_language></functional_language>
<practical_skills></practical_skills>
<business_case></business_case>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
Functional language: Showing cause &amp; effect

pg 47 career skills<!-- pg 41 -->

pg 47 ex 2 listening<!-- pg 42 -->
intelligent_business_the_economist_longman/intelligent_business_intermediate/intelligent_business_intermediate_audio_cd01/intelligent_business_intermediate_cd01_14.ogg

pg 47 speaking
→ practise modals of likelihood from pg 45

Functional language: Dealing with unclear situations

pg 47 Culture at work

T / Cl
How do you deal with unclear situations? Have you got fixed rules or do you tolerate unclear answers? 
<span class="show_key">
✓ avoid unclear situations when much is at stake
✓ tolerate vague solutions when more time available 
(...)
</span>

How do you identify your interlocutor's expectations?
<span class="show_key">
✓ ask targeted questions to agree on well-defined objectives
〆avoid vague, though possibly promising, topics when brainstorming
</span>

What kind of questions (open or do you build to understand requests better?
<span class="show_key">
✓ closed
〆open questions needed only for brainstorming
</span>
<!-- see R.Lewis What the British say | think vs foreigners understand -->
[Can | Could] you prepare a presentation for Monday 8am?
→ polite request or question?
<span class="show_key">
✓ can 
= question
✓ could 
= polite request
→ also depends on intonation!
</span>

[Do you want to | Would you like to] intervene now?
→ question or invitation?
<span class="show_key">
✓ Do you want to
= question
Would you like to
= invitation (polite question)
→ also depends on intonation!
</span> 

What precautions can you take to avoid unclear situations?
<span class="show_key">
→ use fixed expressions to explain your point of view
✓ Let's call a spade a spade
✓ Let's apply the KISS principle (keep it short &amp; simple)
✓ Let's be a bit cunning / smarter
✓ Let's try to achieve a win-win outcome
✓ Let's just agree to disagree
</span>
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
Dilemma: Striking a balance (Camisea)

pg 48 reading<!-- pg 42 -->
Brief

pg 48 task 1 2<!-- pg 42 -->
pg 144 group A - consortium representatives
pg 142 group B - Peruvian government representatives
pg 138 group C - Amazon Watch

pg 48 task 3 4<!-- pg 42 -->
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id>3</activity_id>
<activity_title>SWOT analysis</activity_title>
<session_date></session_date>
<hw_anchor></hw_anchor>
<functional_language>Preparing &amp; delivering a SWOT analysis</functional_language>
<activity_icon>pix/icons8-lecturer-100_white.png</activity_icon>
<activity_status>active</activity_status>
<activity_type>prep_2columns_2qa</activity_type> 
<activity_type>edit_2columns_2qa</activity_type> 
<instructions><![CDATA[You need to analyse the Camisea project from your perspective.
<em>How will you conduct construction works for a pipeline across the Amazon Forest with endangering this unique eco-system?
What guarantees can the consortium provide to ensure future FDI won't bring about social changes to the detriment of the local community?</em>

→ use a SWOT analysis
→ add arguments under each category
]]></instructions>
<!--<instructions02><![CDATA[]]></instructions02>
<instructions_demo><![CDATA[]]></instructions_demo>  -->
<qa>
  <qs><![CDATA[
<strong>Strengths</strong>
<div contenteditable="true" style="background-color: #cdcdcd; border: dotted 1px; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>

<strong>Weaknesses</strong>
<div contenteditable="true" style="background-color: #cdcdcd; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>

<strong>Opportunities</strong>
<div contenteditable="true" style="background-color: #cdcdcd; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>

<strong>Threats</strong>
<div contenteditable="true" style="background-color: #cdcdcd; width: 80%; padding-left: 0.5em; font-size: 110%;">

&bull; 
&bull; 
&bull; 
</div>
]]>
</qs>
<ans><![CDATA[]]></ans>
<hint></hint>
</qa>
<qa>
<qs><![CDATA[ ]]></qs>
<ans><![CDATA[<strong>Strengths</strong>
<div contenteditable="true" style="background-color: #cdcdcd; border: dotted 1px; width: 80%; padding-left: 0.5em; font-size: 110%;">Consortium representatives &amp; Peruvian governments
&bull; creation of new jobs 
&bull; further economic development 
&bull; tax income 
</div>

<strong>Weaknesses</strong>
<div contenteditable="true" style="background-color: #cdcdcd; width: 80%; padding-left: 0.5em; font-size: 110%;">Amazon Watch
&bull; social change with communities being replaced by outside workers
&bull; long term disruption of the region by other new industries (logging &amp; agriculture)
&bull; 
</div>

<strong>Opportunities</strong>
<div contenteditable="true" style="background-color: #cdcdcd; width: 80%; padding-left: 0.5em; font-size: 110%;">Consortium representatives &amp; Peruvian governments
&bull; improved standard of living for the local people
&bull; transfer of technology &amp; know-how
&bull; cheaper electricity supply
</div>

<strong>Threats</strong>
<div contenteditable="true" style="background-color: #cdcdcd; width: 80%; padding-left: 0.5em; font-size: 110%;">Amazon Watch
&bull; local tribes might catch diseases brought in by outsiders
&bull; local fishing industry may be endangered by possible pollution
&bull; 
</div>
]]></ans>
<hint>
</hint>
</qa>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<pdf_file>tmp_pdf/intelligent_business_intermediate_students_book_pg41-48_142_138_144_unit5_development_prosperity_or_preservation_gas_for_peru_dilemma_camisea.pdf</pdf_file>
<activity_contents><![CDATA[
pg 48 decision<!-- pg 42 -->

pg 48 listening<!-- pg 42 -->
intelligent_business_the_economist_longman/intelligent_business_intermediate/intelligent_business_intermediate_audio_cd01/intelligent_business_intermediate_cd01_15.ogg

T / Cl
Feedback

What mistakes have been made?
<span class="show_key">
〆insufficient guidelines on construction procedures
〆poor quality control of work on the ground
〆lack of communication with local people
〆no evaluation of the impact on the local communities &amp; environment
</span>

What lessons are to be learnt?
<span class="show_key">
Amazon Rainforest
= sensitive area
✓ not possible to proceed with such projects without respecting international guidelines
✓ ought to observe accepted international standards for construction &amp development in sensitive areas
</span>

Who can be blamed for such mismanagement? What should be done about it?
<span class="show_key">
✓ no single organisation can be held accountable
→ should take into account precise guidelines laid down by the World Bank 
</span>
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
(optional homework)
<img src="pix/icons8-hand-with-pen-100.png" width="35em" border="0" alt="icons8-hand-with-pen-100.png"> Writing
pg 48 writing<!-- pg 42 -->
Write a report
→ outline key issues
→ recap stakeholders' views
→ make recommendations
Paste your assignment in a Googledoc.
<a class="clog" target="about_blank" href="">(send the link to your google doc (in edit mode!)</a>
]]></activity_contents>
</clog_activity>

</clog_support_material>

<clog_expressions>
to hold out = wait uncompromisingly for something desirable
to call a spade a spade = call a person or thing a name that is true but not polite; speak bluntly; use the plainest language
KISS principle = keep it short &amp; simple
cunning = marked by skill in deception, showing inventiveness and skill

consortium = group of people, countries, companies, etc. who are working together on a particular project
GDP = gross domestic product
foreign direct investment (FDI) = refers to purchase of an asset in another country, such that it gives direct control to the purchaser over the asset (e.g. purchase of land and building). In other words, it is an investment in the form of a controlling ownership in a business, in real estate or in productive assets such as factories in one country by an entity based in another country.[1] It is thus distinguished from a foreign portfolio investment or foreign indirect investment by a notion of direct control
</clog_expressions>
<clog_deco><![CDATA[
It must respect <strike>to</strike> international guidelines
...during <strike>improving</strike> <strong>the improvement</strong> of this project
]]></clog_deco>
<clog_pig>
</clog_pig>
</clog_session>


<clog_session>
<clog_session_number></clog_session_number>
<clog_session_date>20230922</clog_session_date>
<clog_session_date_cancelled></clog_session_date_cancelled>
<clog_session_date_rescheduled></clog_session_date_rescheduled>
<clog_session_time>15:30-16:30</clog_session_time><!-- Friday -->
<clog_session_time>15:45-16:45</clog_session_time><!-- Monday -->
<clog_session_ach>1.5</clog_session_ach>
<clog_session_rate>1666</clog_session_rate><!-- 2500 -->
<clog_session_credit></clog_session_credit>
<clog_session_credit_date></clog_session_credit_date>
<clog_session_balance></clog_session_balance>
<clog_session_status>active</clog_session_status>
<clog_session_print></clog_session_print>
<clog_session_title>Prosperity or preservation</clog_session_title>
<clog_session_comment>By the end of this session you will have studied </clog_session_comment>
<clog_session_hw><![CDATA[
<img src="pix/icons8-smartphone-tablet-100.png" width="35em" border="0" alt="smartphone or tablet device"> <img src="pix/icons8-print-50.png" width="35em" border="0" alt="print"> Download onto your tablet or print the following pdf for our next lesson.
Intelligent Business Intermediate
Unit 5 Development
pg 42 ex 1 2 reading<!-- pg 40 -->
pg 43 Gas for Peru vs green imperialism
<a class="clog" target="about_blank" href="http://www.ictnle.com/tmp_pdf/intelligent_business_intermediate_students_book_pg41-48_142_138_144_unit5_development_prosperity_or_preservation_gas_for_peru_dilemma_camisea.pdf">intelligent_business_intermediate_students_book_pg41-48_142_138_144_unit5_development_prosperity_or_preservation_gas_for_peru_dilemma_camisea.pdf</a>


<img src="pix/zoom_meeting.png" width="35em" border="0" alt="zoom_meeting.png"> Zoom meeting details
S.Kabanov - Duncan Potter's Zoom Meeting
Meeting ID: <strong>719 7908 9976</strong>
<strong>Passcode: Jg9s29</strong>  
<a class="clog" target="about_blank" href="https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1">https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1</a>
]]></clog_session_hw>
<clog_session_hw_activity>
<activity>
<session_date></session_date>
<hw_anchor></hw_anchor>
<activity_title></activity_title>
<instructions></instructions>
</activity>
</clog_session_hw_activity>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_url>
<text></text>
<url></url>
</clog_session_hw_url>
<clog_session_hw_review>
<list_of_reviews></list_of_reviews>
</clog_session_hw_review>
<clog_incl></clog_incl>
<clog_sbook_ref_incl>
<clog_sbook_ref></clog_sbook_ref>
<clog_sbook_ref_selection></clog_sbook_ref_selection>
<clog_sbook_ref_selection></clog_sbook_ref_selection>
<clog_sbook_ref_selection></clog_sbook_ref_selection>
</clog_sbook_ref_incl>
<clog_session_warmer></clog_session_warmer>

<clog_session_flipped_lessons_contents>
<list_of_ref></list_of_ref>
</clog_session_flipped_lessons_contents>

<clog_support_material>
<clog_book_title></clog_book_title>
<clog_book_level></clog_book_level>
<clog_book_unit></clog_book_unit>
<grammar></grammar>
<vocab></vocab>
<functional_language></functional_language>
<practical_skills></practical_skills>
<business_case></business_case>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
Unit 5 Development

T / Cl
Do you believe what you do on a daily basis can change the environment?
<span class="show_key">
✓ contribute to reducing carbon footprint perhaps only on a small scale
✓ have a rather questionable impact on climate change
→ are your efforts worthwhile?
→ try at least to set a good example, especially for developing economies
= not to repeat mistakes made by developed economies since the industrial revolution
</span>

Does prosperity take place at the cost of preservation?
<span class="show_key">
✓ industrial revolution
✓ boom of consumer society
〆plans taking into account sustainability are relatively recent
</span>

pg 41 keynotes<!-- pg 39 -->
Prosperity or preservation?

T / Cl
Will standards of living change as a result of people's endangered health &amp; depletion of natural resources?
<span class="show_key">
✓ standards will change, though not necessarily to the worse
→ NGOs &amp; government should support &amp; invest in alternative economic development projects
✓ more recycling has become a sign of a higher standard of living
</span>

Lexical material: Economic development

pg 42 preview<!-- pg 39 -->
→ discuss

T / Cl
Is a sign of economic development the growth of a consumption society?
<span class="show_key">
✓ greater demand for consumer goods &amp; household appliances stimulates economic development
✓ new interests in recycling waste suggests a new kind of economic development
→ efforts to adopt a waste-to-taste approach result in new economic models (circular vs linear)
</span>

Is sustainable economic development the result of government intervention in market regulation, or does it also depend on compliance with international agreements?
<span class="show_key">
→ depends on 
✓ international pressure
✓ role on the international, political scene
✓ political will
✓ GDP
✓ poverty reduction
✓ preservation of the environment
(...)
</span>
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<pdf_file>tmp_pdf/intelligent_business_intermediate_students_book_pg41-48_142_138_144_unit5_development_prosperity_or_preservation_gas_for_peru_dilemma_camisea.pdf</pdf_file>
<activity_contents><![CDATA[
pg 42 ex 1 listening<!-- pg 39 -->
intelligent_business_the_economist_longman/intelligent_business_intermediate/intelligent_business_intermediate_audio_cd01/intelligent_business_intermediate_cd01_13.ogg

pg 42 ex 1 reading for gist<!-- pg 40 -->
pg 43 Gas for Peru vs green imperialism  
  
pg 42 ex 2 3 reading for detail<!-- pg 40 -->

pg 42 speaking
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id>20230914-1102</activity_id>
<activity_title>Pronunciation of verb &amp; noun</activity_title>
<activity_status>active</activity_status>
<activity_type>grammar</activity_type>
<activity_contents><![CDATA[
Which syllable do you stress in the verb form 'to contract'?
✓ 2nd syllable
= verb
Which syllable do you stress in the noun form 'a contract'?
✓ 1st syllable
= noun

Which syllable do you stress in the verb form 'to process'?
✓ 1st syllable
Which syllable do you stress in the noun form 'a process'?
✓ 1st syllable
→ to process / a process (both have a stress on 1st syllable)
= exception

Which is a verb, which is a noun: /'ɛstɪmɛɪt/ and /ˈestɪmɪt/?
✓ to estimate /'ɛstɪmɛɪt/
✓ an estimate /ˈestɪmɪt/
= exception

What syllable is stressed if there are 3 syllables?
✓ 1st syllable
e.g. government /'gəvə:mənt/ /'gəvə:nmənt/
✓ 2nd syllable
e.g. pollution /pə'lu:ʃən/ 

What syllable is stressed in the noun 'component'?
✓ 2nd syllable
/kəmˈpəunənt/
= exception
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
Grammar: Word form

T / Cl
What fuels poverty?
<span class="show_key">
✓ unemployment
✓ lack of education
✓ war
</span>

pg 44 ex 1 2 vocab 1<!-- pg 40 -->

<!-- set for homework - no! do now as controlled practice -->
pg 44 ex 3 vocab<!-- pg 40 -->

Lexical material: Development &amp; the environment

pg 44 ex 1 vocab 2<!-- pg 40 -->
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id>20230919-1138</activity_id>
<activity_title>Modal verbs of likelihood</activity_title>
<activity_status>active</activity_status>
<activity_type>grammar</activity_type>
<activity_contents><![CDATA[
This case is going♣ to be challenging [probability | certainty]
♣ going to be
= present continuous to describe events based on visible evidence
✓ certainty

Is there an event before which explains the result in the sentence below?
Another crisis like the pandemic♠ would cause problems to the company.
♠ like the pandemic
✓ yes
Is it a certainty, a probability or a possibility?
↔ If there was another crisis it would cause problems
= 2nd conditional
→ if the condition is met, it will happen
✓ a certainty
]]></activity_contents>
</clog_activity>

<clog_activity>
<activity_id>1</activity_id>
<activity_title>Modal verbs</activity_title>
<activity_status>active</activity_status>
<activity_type>decks</activity_type>
<activity_contents>deck_of_phrases_modal_verbs_b202.csv</activity_contents>
<!--<activity_contents>deck_of_phrases_modal_verbs_a202.csv</activity_contents> -->
</clog_activity>

<clog_activity>
<activity_id>20230130-1907</activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>review</activity_type>
<activity_contents><![CDATA[grammar_modal_verbs_selection_b2_02.csv]]></activity_contents>
</clog_activity>

<!-- skip if only B1+
<clog_activity>
<activity_id>20230130-1914</activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>review</activity_type>
<activity_contents><![CDATA[grammar_past_modals_selection_b2_04.csv]]></activity_contents>
</clog_activity>
-->

<clog_activity>
<activity_id></activity_id>
<activity_title></activity_title>
<activity_status>active</activity_status>
<activity_type>textbook</activity_type>
<activity_contents><![CDATA[
<br />
Grammar: Modal verbs of likelihood
<!--
WB
Another crisis would cause problems to the company
Is there an event before which explains this result?
- Yes, the crisis in 2008
Is it a certainty, a probability or a possibility?
- a certainty

might   may   should    is going to   will    must    would
-----------    -----    -----------------------------------
possibility   probability   certainty
-->
pg 45 language check<!--pg 41 -->

pg 45 ex 1 practice<!-- pg 41 -->

pg 46 ex 2 grammar<!-- pg 41 -->
The future of the world's natural energy resources

pg 46 ex 1 2 speaking<!-- pg 41 -->
→ practise modals of likelihood from pg 45
]]></activity_contents>
</clog_activity>

</clog_support_material>

<clog_expressions>
MEDC = more economically developed country
LEDC = less economically developed country
p.a = per annum, per year
GDP = gross domestic product
disastrous = catastrophic
to halve = divide into two halves or parts
to argue = to exchange views or opinions, especially heatedly or contentiously
sustainable = which can be maintained without endangering future generations
to deplete = to reduce in numbers or quantity, to empty
to endanger = to threaten
facilities = equipment, or the resources for doing something
to oppose = to set oneself against, resist, argue against
species /'spi:ʃi:z/ = (n - pl the same) class of things having some common characteristics
logging /ˈlɔɡɪŋ/ = work of cutting down trees for timber

upstream = supply of items for production
downstream = supply of finished products to consumers
to campaign = an organized course of action for a particular purpose, esp. to arouse public interest
to fuel = to increase sth; to make sth stronger; to make a bad situation worse
to loan = to lend sth to sb, especially money
</clog_expressions>
<clog_deco><![CDATA[
...which world we will <strike>keep for</strike> <strong>pass on to</strong> our kids
They announced <strike>about</strike> this
You need to take into <strike>considerations</strike> <strong>consideration</strong> the needs of developing economies
]]></clog_deco>
<clog_pig>
</clog_pig>
</clog_session>

</root>
