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ADVERTISING FEATURESave money and keep your staff happyIt can be expensive to keep the canteen open to serve drinks to your staff through the day. Our QVM hot drinks machine replaces this service, so that you can close the canteen between mealtimes.You can install the QVM hot drinks machine anywhere in the Building. One machine is suitable for staff of ten to fifteen people. It costs ￡1,300 to buy, or ￡11.00 per week to rent over 60 months. It is not expensive to operate: for example, the cost of power for one day is 30p, nearly as cheap as the price of one hot drink from the machine.Our company will carry out a weekly service, at a charge of ￡10. 00. We can also refill the machine with drinks ingredients for an extra charge of ￡8.00. Some customers prefer to do this themselves, however.There are eight choices of hot drink available from the QVM machine, and our company offers one month’s trial free of charge, so that you can estimate how popular the machine will be and see what the actual savings are. During the trial period, the customer pays a reduced amount to rent the machine.（）
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ADVERTISING FEATURESave money and keep your staff happyIt can be expensive to keep the canteen open to serve drinks to your staff through the day. Our QVM hot drinks machine replaces this service, so that you can close the canteen between mealtimes.You can install the QVM hot drinks machine anywhere in the Building. One machine is suitable for staff of ten to fifteen people. It costs ￡1,300 to buy, or ￡11.00 per week to rent over 60 months. It is not expensive to operate: for example, the cost of power for one day is 30p, nearly as cheap as the price of one hot drink from the machine.Our company will carry out a weekly service, at a charge of ￡10. 00. We can also refill the machine with drinks ingredients for an extra charge of ￡8.00. Some customers prefer to do this themselves, however.There are eight choices of hot drink available from the QVM machine, and our company offers one month’s trial free of charge, so that you can estimate how popular the machine will be and see what the actual savings are. With a QVM machine, companies can avoid having a canteen altogether.（）
INTERVIEW NOTESCurrent position: (16) ________Company’s main product: (17) ________Company name: (18) ________Subjects studied at university: (19) ________Previous job: (20) ________Languages spoken other than English: (21) ________ and ________Can start working in: (22) ________ 21（）
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PACKAGE HOLIDAY SUCCESSTravel operator Joyflight is different from most of its rivals. UK package holiday companies would love to have plenty of repeat business. Instead, in an effort to attract trade, they are forced to spend enormous sums on marketing -- but they are operating in a very competitive market. So, although the big travel companies try hard to’ create attractive brands, if you ask the customers delayed at airports, many aren’t even sure which company they’ve booked with. Ask customers of Joyflight, however, and this is probably their third or fourth holiday with the company.A Joyflight holiday doesn’t come cheap; but for their customers this isn’t an issue. The attraction is that they get an activity-based ’ club’ which has escaped the notice of the general public. Even the location of the holiday is of minor importance. A high proportion of customers are families, because the adults are free to enjoy the activities on offer, while small children are in the care of people employed by Joyflight just for this purpose. These nannies get free flights and meals on top of their pay.Interestingly, most of the company’s senior managers began at the bottom: for example, Linda Robinson, the marketing Manager, came as a ski guide in 1996, went away to set up her own catering business, sold it for a considerable sum, and returned to Joyflight in 2001.The company’s performance over the years means that it gets a steady stream of offers from large tour operators wanting to buy the company. Micheal Knight, who started the firm, came very close to selling it for ￡ 40 million a few years ago. But at the last minute, Barmond, the potential buyer, was itself taken over by an American travel company which didn’t see a place for Joyflight in the group.So where does that leave Joyflight Despite greatly increasing its turnover in the past four years, the company has a careful attitude to expansion. Its decision not to sell skiing holidays in North America proved the right one when many of its rivals failed to persuade British travellers to take the ten-hour flight. Learning from experiences like these, Joyflight’s two recent departures from its main activity are the acquisitions of restaurant chains in Spain and Italy. And as for moving into the mass market for its holidays Joyflight is much too successful to want to do that. Joyflight’s customers like （）.
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