Chain Stores In The UK - IELTS Listening Answers & Explanations
From IELTS Recent Actual Test 5 Academic Listening Test 5 · Part 4 · Questions 31–40
Audio
Questions
Questions 31–40 Note Completion
Complete the notes below.
Write NO MORE THAN TWO WORDS for each answer.
Chain Stores in the UK
Initial expansion
- The company expanded by opening more 31 in order to gain more market share in England.
- They could raise capital by reducing the quantity of branches in southern 32
Consultation
- They closed the 33 of the convenience stores in Oxford.
- Over 200 staff had to be transferred and 34
- A new brand image was established to concentrate on selling 35
The future way
- A 36 was assigned to hold each discussion.
- Retail stores should be flexible in developing 37 of making profits.
- Changes should be brought into 38 so that the staff can become accustomed to the new rules.
Conclusion
- Keep 39 about the expansion plans they choose.
- Companies have saved costs by changing the 40 structure of department stores.
Answers & Explanations Summary
| # | Answer | Evidence | Explanation |
|---|---|---|---|
| Q31 | petrol stations | This strategy was so successful that they were able to open petrol stations across the country, subsequently increasing their market share in England | Excerpt/Transcript Explanation: The transcript says that because the company's plan worked well, they opened many fuel shops throughout the nation, which allowed them to get more customers and business in England. Answer Explanation: The answer means the places where people go to buy fuel or gas for their cars. Reason For Correctness: The correct answer is petrol stations because the transcript explains that after having success with their first shop, the company opened many of these fuel-selling locations all over the country. This action helped them grow their business and get a bigger piece of the market in England. Keywords to note are 'open' (meaning to start new shops), 'expansion' (growing bigger), and 'market share' (the portion of a market controlled by a company). |
| Q32 | Scotland | They discovered that by closing the less useful stations in the south of Scotland, they could increase the income from their other more profitable stations | Excerpt/Transcript Explanation: The transcript says that the company found out that if they shut down the stores that were not doing well in southern Scotland, they could make more money from their better stores. Answer Explanation: The answer is Scotland, which is a country in the United Kingdom where the company closed some of its locations. Reason For Correctness: The correct answer is Scotland because the transcript explains that the company studied their sales and then decided to close some stations in the southern part of that country to help their business. In the notes, 'reducing the quantity of branches' means the same thing as 'closing' some of their stations or locations. |
| Q33 | head office | After assessing the company's financial statements, the consultants advised that Telsa close the head office of the convenience stores in Oxford | Excerpt/Transcript Explanation: The transcript explains that after looking at the business's money reports, the hired experts told the company to shut down its main office for the small food stores in Oxford. Answer Explanation: The answer means the main administrative center or headquarters of the business located in a city called Oxford. Reason For Correctness: The correct answer is 'head office' because the transcript mentions that professional experts (consultants) checked the company's money records. They decided that the main central office in Oxford was not needed and was losing money, so they suggested closing it. In the notes, this fits under the 'Consultation' section which discusses changes made after getting professional advice. |
| Q34 | retrained | To avoid firing any employees, they transferred over 200 staff to other offices and retrained them to carry out their new roles | Excerpt/Transcript Explanation: The transcript says the company moved 200 workers to different offices. To help them work in these new places, the company gave them training for their new jobs. Answer Explanation: The answer means the employees learned new skills to help them do different jobs at the company. Reason For Correctness: The correct answer is 'retrained' because the speaker explains that when the Oxford office closed, the company wanted to keep its workers. Instead of letting them go, they moved more than 200 people to other offices and taught them how to do their new tasks. In English, when you teach an employee how to do a new job, you 'retrain' them. |
| Q35 | fresh food | They realized that they could establish a new environmentally-friendly brand image by selling fresh food in their convenience stores that had been grown by local farmers | Excerpt/Transcript Explanation: The transcript explains that Telsa created a new identity for their brand by offering food that is fresh and grown nearby. Answer Explanation: The answer means that the company started selling natural, recently harvested products to create a better public image. Reason For Correctness: The correct answer is supported by the part of the talk where the speaker discusses Telsa's move into new markets. To create an 'environmentally-friendly brand image,' the company decided to sell 'fresh food' sourced from local farmers. This helped the company grow and build better links with local people. |
| Q36 | manager | They did this by assigning every manager the task of holding staff discussions, at which ideas and concerns would be passed on for evaluation at the meeting | Excerpt/Transcript Explanation: The transcript says that every leader in the company was given the job of talking with their team members. This was done so that their ideas and worries could be shared and talked about at the main meeting. Answer Explanation: The answer "manager" refers to a person who is in charge of a team, department, or a specific part of a business. Reason For Correctness: The correct answer is "manager" because the text describes how the company gathers feedback for its big yearly meetings in London. It explains that the company gave every manager the job (task) of leading talks (discussions) with their employees to collect their thoughts. Key words to note are "assigning," "manager," and "staff discussions." |
| Q37 | strategies | They realized that by increasing the flexibility of the profit-making strategies of each of the retail stores, they subsequently became more commercially successful | Excerpt/Transcript Explanation: The transcript says that the company made more money when they allowed each individual store to choose its own ways or plans for earning profits. Answer Explanation: The answer 'strategies' refers to the specific plans or methods a business uses to achieve a goal, like making money. Reason For Correctness: The correct answer is 'strategies' because the transcript explains that Telsa found more success when they allowed their individual shops to be flexible with their own plans for making money. By not forcing every store to act exactly the same, the company improved its results. The speaker uses the exact term 'profit-making strategies' to describe these flexible plans. |
| Q38 | stages | To avoid misunderstandings and mistakes, any future changes were introduced in stages to familiarize the staff with the new regulations | Excerpt/Transcript Explanation: The transcript explains that to prevent errors, the company did not make big updates all at once; instead, they made changes in smaller steps so that the workers could learn and get used to the new rules. Answer Explanation: The answer is 'stages', which refers to different steps or parts of a process that happen one after another over time. Reason For Correctness: The correct answer is 'stages' because the text explains that the company introduced new rules slowly rather than all at once. This method helped employees become 'accustomed' to or 'familiar' with the changes, which prevented errors. The word 'stages' specifically describes this step-by-step approach used during expansion. |
| Q39 | open-minded | To run a successful business, one cannot underestimate the importance of maintaining open-minded when deciding on strategies for expansion | Excerpt/Transcript Explanation: The transcript explains that leaders should always be ready to change their minds and try new methods when they are figuring out how to make their company bigger. Answer Explanation: The answer "open-minded" means being willing to think about and accept new or different ideas instead of only following old ways. Reason For Correctness: The correct answer is "open-minded" because the text highlights that business success depends on staying receptive to new ideas when choosing how to grow. In the notes, the word "keep" is used as a synonym for "maintaining," and "expansion plans" refers to the "strategies for expansion" mentioned in the talk. |
| Q40 | organizational | Research suitable case studies and look at how department stores, for example, were able to alter their organizational structure while minimizing costs and staff redundancies | Excerpt/Transcript Explanation: The transcript suggests looking at examples of how department stores changed the way they were organized to spend less money and avoid losing employees. Answer Explanation: The answer means relating to the way a business or group is set up and managed. Reason For Correctness: The correct answer is 'organizational' because the speaker suggests studying examples (case studies) of department stores to see how they improved their business. The speaker mentions that these stores were able to 'alter'—which means to change—their 'organizational structure' to spend less money (minimize costs) and keep their workers. This matches the note about changing a specific type of structure to save costs. |
Transcript
Welcome, ladies and gentlemen, to the second lecture in our series on chain stores in the UK. Today, I will be focusing on a very successful global petrol company called Telsa, paying particular attention to their expansion and future development. There will be time for questions at the end, so please refrain from interrupting during the talk.
When it was founded, the company was a family-run organization with only one shop open in a small town in southern England. The family was able to compete with other local companies by offering special discounts for returning customers, which resulted in a massive expansion of their client base. This strategy was so successful that they were able to open petrol stations across the country, subsequently increasing their market share in England.
Within a decade, Telsa was running establishments throughout the UK, including Wales and Scotland. By comparing the sales income from all of their stores, they were able to collate data that highlighted which areas were the most profitable stations in the south of Scotland. They discovered that by closing the less useful stations in the south of Scotland, they could increase the income from their other more profitable stations. This example demonstrates the importance of continually monitoring and maintaining a clear view of the finances of the company.
Once the expertise required to run the company had exceeded the abilities of the family, they needed to hire professional consultants. After assessing the company's financial statements, the consultants advised that Telsa close the head office of the convenience stores in Oxford. They deemed the head office unnecessary and identified it as a financial drain on the company as the premises were expensive to run and generated no income. To avoid firing any employees, they transferred over 200 staff to other offices and retrained them to carry out their new roles.
Now that Telsa had conquered the petrol market in the UK, they were able to branch out into other niche areas that offered prospects for profits. They realized that they could establish a new environmentally-friendly brand image by selling fresh food in their convenience stores that had been grown by local farmers. This strategy would not only broaden the scope of the company but also help to strengthen its relationships with local communities.
Every year, Telsa holds a meeting in London where all of the consultants and managers meet to discuss plans for development and improvement. These meetings are essential to the evolution of the company, as feedback is heard from all level of the organization, from the sales staff to the CEOs. They did this by assigning every manager the task of holding staff discussions, at which ideas and concerns would be passed on for evaluation at the meeting.
Telsa decided to accommodate the individuality of each of their stores instead of forcing them to conform to one overriding company identity. They realized that by increasing the flexibility of the profit-making strategies of each of the retail stores, they subsequently became more commercially successful. The level of staff satisfaction also doubled as a result, as the individuals felt that they were not being constrained to one way of thinking. To avoid misunderstandings and mistakes, any future changes were introduced in stages to familiarize the staff with the new regulations.
Now, it's time to conclude the lecture for today, so I will leave you with some food for thought before you go. To run a successful business, one cannot underestimate the importance of maintaining open-minded when deciding on strategies for expansion. Sometimes it's necessary to employ an independent consultant who can offer an objective and unbiased view on the running of your company. Emotion will only ever cloud your ability to make business-related decisions.
Research suitable case studies and look at how department stores, for example, were able to alter their organizational structure while minimizing costs and staff redundancies. Precedents are an essential resource when it comes to making decisions for your own business, so don't undervalue them!
Well, that wraps up our lecture for today. If there are any questions...