教案課程名稱：___________________________________課時(shí)：___________________________________班級(jí)：___________________________________任課教師：___________________________________教材：_《新視野商務(wù)英語綜合教程4（第二版）》_Unit5MergersandAcquisitionUnitOverview(單元概覽)Bystudyingthisunit,youareexpectedto:understandthedefinitionsandfeaturesofmergerandacquisition;learnsomefamousM&Acases;learnsomeM&Astrategies;knowhowtomakeslidesforPowerPointpresentationbysummarizingthemainideas.Lead-in(主題導(dǎo)入)Task1AskthestudentstosearchtheInternetforthedefinition.Askthemtotalkaboutthedifferencesofthetwoconceptsbasedonthedefinitions.Askthemtodefinethetwotermsintheirownwordsifpossible.Task2AsktheStudentstoreadallthestatementsfirst.AskthemtosightinterpretallthesentencesintoChinese.ReadingA(精讀課文)Task1Askthestudentswhethertheyrecognizethebrands.Letthemtalkabouttheautomobiletrademarksthattheyknow.Letthemtalkabouttheirfavoritecarbrandsandthereasons.BackgroundInformationTataGroupisanIndianMultinationalcorporationconglomeratecompanyheadquarteredinMumbai,Maharashtra,India.Itencompassessevenbusinesssectors:communicationsandinformationtechnology,engineering,materials,services,energy,consumerproductsandchemicals.TataGroupwasfoundedin1868byJamsetjiTataasatradingcompany.Ithasoperationsinmorethan80countriesacrosssixcontinents.TataGrouphasover100operatingcompanieswitheachofthemoperatingindependently.Outofthem32arepubliclylisted.ThemajorTatacompaniesareTataSteel,TataMotors,TataConsultancyServices(TCS),TataPower,TataChemicals,TataGlobalBeverages,TataTeleservices,TitanIndustries,TataCommunicationsandTajHotels.Thecombinedmarketcapitalisationofallthe32listedTatacompanieswasINR8.4Trillion($141.27billion)asofJuly2014.Tatareceivesmorethan58%ofitsrevenuefromoutsideIndia.TataMotorsLimitedisthelargestmanufacturerinIndianautomotiveindustry.Itistheleaderincommercialvehicles,andamongthetopinpassengervehicles.JaguarCarsisabrandofJaguarLandRover,aBritishmultinationalcarmanufacturerheadquarteredinWhitley,Coventry,England,ownedbytheIndiancompanyTataMotorssince2008.JaguarwasfoundedastheSwallowSidecarCompanyin1922,originallymakingmotorcyclesidecarsbeforedevelopingpassengercars.ThenamewaschangedtoJaguarafterWorldWarIItoavoidtheunfavourableconnotationsoftheSSinitials.AmergerwiththeBritishMotorCorporationfollowedin1966,theresultingenlargedcompanynowbeingrenamedasBritishMotorHoldings(BMH),whichin1968mergedwithLeylandMotorCorporationandbecameBritishLeyland,itselftobenationalisedin1975.Jaguarwasde-mergedfromBritishLeylandandwaslistedontheLondonStockExchangein1984,becomingaconstituentoftheFTSE100IndexuntilitwasacquiredbyFordin1990.Jaguarhas,inrecentyears,manufacturedcarsfortheBritishPrimeMinister,themostrecentdeliverybeinganXJinMay2010.ThecompanyalsoholdsroyalwarrantsfromQueenElizabethIIandPrinceCharles.LandRoverisabrandoftheBritishcarmanufacturerJaguarLandRover,whichspecialisesinfour-wheel-drivevehicles.JaguarLandRover,withitsheadquartersinWhitley,Coventry,wasacquiredbyTataMotors,anIndiancompany,in2008.TheLandRovernamewasoriginallyusedbytheRoverCompanyforonespecificvehiclemodel,namedsimplytheLandRover,launchedbyRoverin1948.Overthefollowingyearsitdevelopedintoamarqueencompassingarangeoffour-wheel-drivemodels,includingtheDefender,Discovery,Freelander,RangeRover,RangeRoverSportandRangeRoverEvoque.LandRoversarecurrentlyassembledinthecompany’sHalewoodandSolihullplants,withresearchanddevelopmenttakingplaceatJLR’sGaydonandWhitleyengineeringcentres.LandRoversold194,000vehiclesworldwidein2009.TheFordMotorCompany(colloquiallyreferredtoasFord)isanAmericanmultinationalautomakerheadquarteredinDearborn,Michigan,asuburbofDetroit.ItwasfoundedbyHenryFordandincorporatedonJune16,1903.ThecompanysellsautomobilesandcommercialvehiclesundertheFordbrandandmostluxurycarsundertheLincolnbrand.FordalsoownsBrazilianSUVmanufacturer,Troller,andAustralianperformancecarmanufacturerFPV.Inthepastithasalsoproducedtractorsandautomotivecomponents.Fordownsa2.1%stakeinMazdaofJapan,an8%stakeinAstonMartinoftheUnitedKingdom,anda49%stakeinJianglingofChina.Italsohasanumberofjoint-ventures,twoinChina(ChanganFordMazdaandFordLioHo),oneinThailand(AutoAllianceThailand),oneinTurkey(FordOtosan),andoneinRussia(FordSollers).ItislistedontheNewYorkStockExchangeandiscontrolledbytheFordfamily,althoughtheyhaveminorityownership.ItisdescribedbyForbesas“themostimportantindustrialcompanyinthehistoryoftheUnitedStates”.UnderstandingtheTextTask3Askthestudentstodecideonthetrueorfalsestatusofthepropositionwithoutreadingthetext.Letthemgooverthetextagaintocheckwhethertheirideasarecorrect.Activity1AskthestudentstosearchtheInternetformoreinformationonJaguarandRover.AskthestudentstosumupalltheinformationandpresentitthroughPPTslides.AdditionalMaterialsJaguarLandRovertorecruit1,300newstafftobuildlatestmodelCarmakerJaguarLandRoveriscreating1,300newjobsafterannouncingitsnewestmodelwillbemadeinBritain.TheannouncementhasbeenhailedbythegovernmentasaringingendorsementofthehealthoftheUK’sautomotiveindustryandaboostfortheeconomy.ThejobswillbecreatedatJLR’sSolihullplantwherethefirmwillbuildthenewJaguarcrossoversportsutilityvehicle(SUV).ChiefexecutiveRalfSpethsaidtheannouncement“onceagaindemonstratesourcommitmenttotheUKandtheadvancementofahi-tech,high-skilled,manufacturing-ledeconomy”.ThemoveswerehailedbybusinesssecretaryVinceCableas“greatnewsforBritishmanufacturingandaringingendorsementofourexpertiseininnovationandtechnology”.Thefirmalreadyemploysmorethan30,000peopleintheUK,andthenewjobsareanadditiontothe1,700announcedlastyearatthesameplanttobuildJaguar’snewestsportssaloon,theXE.JLRannouncedthelatestjobsboostaspartofitslong-termstrategyofinvestinginaluminumandlightweighttechnologies.Task4Askthestudentstologonforsynonymsofthegivenwords.LetthestudentsgothroughtextAfortheanswer.Activity2AskthestudentstosearchtheInternetforrelevantinformation.PrepareaPPTpresentationthatmaycoverthefollowingpoints:WhydoesGeelywanttoacquireVolvo?WhatcanGeelygainfromthedeal?Howdopeoplecommentonthedeal?Whatisyourownjudgment?BackgroundInformationOnlyafewyearsagoVolvo,aSwedishcarmaker,lookedlikeitwasheadingthesamewayasitsnow-defunctcompetitor,Saab.Itssaleshadfallensharplyduringtheglobalrecessionandthecompanywasmakingseriouslosses.Itsowner,Ford,inthemidstofitsownfinancialproblems,wasforcedtosellitin2010.Itwasnotobviousthatthenewowner,ZhejiangGeelyHoldingsofChina,wouldbeabletorestoreVolvo'sfortunes.NowGeelyisbettingVolvo'sfuture—anditsownhopesofbreakingintoWesternmarkets—onan$11billioninvestmenttobuildarangeofnewcars.Volvohasneverbeenamainstreamcarmaker,andproudlyso.Itspentdecadesbuckingthetrendforslicklooks,andfocusedinsteadonsafety.ButitchangedgearafterFordboughtitin2000,andmadedesignthetoppriority.ThatresultedinthelaunchoftheXC90,anSUV,backin2002.Inhindsight,thatdecisionalmostprovedtobeacatastrophicerror.Allsortsofcompetitors,fromNissantoMercedes-Benz,seizedtheopportunitytostealVolvo’sclothesbypluggingthesafetyaspectsoftheirownmodels.Volvo’smarketsharecollapsed,losingFordbillionsofdollarsonitsinvestment.Nevertheless,Volvo’snewownersarepinningtheirhopesonajazzed-upversionofthesamecar.OnAugust26th,ataglitzypartyinStockholm,anewversionoftheXC90waslaunched.Atfirstglance,thenewXC90looksalotlikeitspredecessor.Yetitisanimprovementinseveralimportantareas.Itisbetterproportionedandhasamoderngrille,morespaceinsideandbettermaterialsinitsinteriors.Buttherealtransformationisnotsomethinglikelytoimmediatelycatchashopper’seye.ThewaythenewXC90hasbeendesignedwillmakeitmuchcheaperforVolvotoproduce.ItwillsharemajorcomponentswithatleastfouroftheeightnewmodelsVolvo’sboss,HakanSamuelsson,ispromisingby2019.Thisshouldmeansignificantcutsinthecostoftheparts,andshouldspeedupthemanufacturingprocess.ThefoursmallercarsVolvoplanstoproducewillbebasedonasecondcommon“platform”—knowninternallyasCompactModularArchitecture(CMA)—whichshouldhelpthefirmcutcostsfurther.VolvoisalsoseekingtoreturntoitsrootsbyemphasisingthesafetyfeaturesoftheXC90.Theseincludeanactivecruisecontrolthatacceleratesandbrakesautomaticallyintrafficandavoidscollisions;andanothersystemthatpreventsthedriverfrominadvertentlyturningintooncomingtraffic.ButanalystswonderwhetherVolvoscanregaintheirimageasthesafestcarsaround.Althoughthecompanyannouncedin2012itsgoalofazero-deathsafetyrecordinnewVolvocarsby2020,aspateoffiresinIndialastyearonVolvobuses(madebyanothercompanyofthesamename)killed53peopleandtarnishedVolvo’sbrandacrosstheworld.Andwithoutaclearadvantageintechnologyoveritslargercompetitorsoverall,VolvowillhavetorelyheavilyonmarketingtostandoutfromthelikesofFord,ToyotaandVolkswagen.Forhispart,MrSamuelssonclaimsheisnottooworriedaboutthecompany’sfuture.Salesroselastyearandthefirmhassetanambitioustargetofselling800,000newcarsayearby2020.Geelyhasalsoputitsmoneywhereitsmouthis:ithascommitteditselftoinvestingthat$11billiontohelpVolvodevelopnewmodelsandbuildassemblyplantsinChinatomakethem.AlthoughGeelyhasstressedthatitisgivingitsSwedishsubsidiaryroomtooperateasa“standalonecompany”,itdidnotjustbuyVolvotokeepSweden’scarindustryalive.PlanstoexpandproductionarefocusedonChina,notSweden.Volvois“verylikely”,MrSamuelssonsays,tostartexportingsomecars,currentlyonlyproducedinChina,totheUnitedStatesnextyear.ThatwouldbethefirsttimeacompletelyChinese-madevehiclewillbesoldinAmerica,andcouldalsopavethewayforGeelytostartmarketingitsownproductsaroundtheworld.AlthoughthenewXC90mayprovetobeanexpensivefollyonthepartofGeely,itisunlikelythatthefirmwillgiveupitseffortstoexpandintoWesternmarkets.GeelyhasstartedtopushitsownChinesecarbrandsinAsiaandtheMiddleEast,andentertainshopesofenteringtheAmericanmarketoverthenextfewyears.ButiftheVolvobrandfailstohelptowardsthatgoal,itmaywellyetenduponthescrapheapwithSaab.Geely'sfounderandchairman,LiShufu,isintentonbecomingaseriousglobalcompetitor—withwhateverbrandnameheneedstogetthere.

ReadingB(泛讀課文)Task1Askthestudentstodiscussthequestionsinpairsfirst.Asksomestudentstosharetheirviewswiththeirclassmates.Activity3Askthestudentstoworkasateamoffourorfive.Haveagroupdiscussiononthecasethatintereststhemmost.Delegatetasksproperlytogroupmembers.PickaspokesmantogiveaPPTpresentationtotheclass.

Listening(聽力練習(xí))Task1Allowthestudentssometimetoreadtheexercise.Theycanpredictsomeanswersbasedonthecontext.Task2Allowthestudentssometimetoreadtheexercise.Theycanpredictsomeanswersbasedonthecontext.Activity4Tellthestudentstobrainstormingroupswhatresourcestheyhavearoundthem.Trytocombinethoseresourcesinonewayoranother.Trytopickthemostfeasibleidea.Chooseaspokesmantosharetheideawiththeclass.AdditionalMaterialsTheLibraryCaféisalreadyanintegralpartofthemainlibrarybuilding.It’sabright,vibrantspacewithsomethingforeveryone.Comealongandrelaxandhaveacoffeeinourhugecurvysofas,dineatthefunkytablesandchairsorcontinueworkingatoneofthemanyflatscreenPC’s.Thereisawidevarietyoffoodonoffer,allfreshandmadetoorder.Thisincludesbakedpotatoes,paninis,baguettes,salads,bagels,toasties,homemadesoupandnachos.Ifyoufancysomethingalittlenaughtytherearedanishpastries,muffins,cookiesandlargeslicesofcake.Wealsoservegreatcoffee,delicioussmoothiesandsomechilledfrappéstokeepyoucool.CommunicationProject(商務(wù)溝通)GetthestudentstoworkingroupstochooseanM&Acaseforfurtherinvestigation.Eachgrouphastovoicethecasetheyaregoingtostudy.Ifcasesarerepeated,askagrouptocomeupwithanothercase.Task2Dividetheclassinto7groups,eachdealingwithonecase.Collectinformationafterclass.Chooseonememberfromeachgrouptoreporttheirfindingstotheclass.AQ&Asessionmaybeheldduringthereport.Writing(商務(wù)寫作)Task1AskthestudentstohaveawilddiscussiononthequestionsproposedintaskAskthestudentstogiveabriefpresentationonwhatmakesaPPTimpressive.AskthestudentstosummarizethebulletinpointsinthepassageinTask3beforetheydesignaPPTslide.AdditionalMaterialsResearchshowsthatpresentationswhichusevisualsupportaremorepersuasivethanoneswhichdonot.Visualaidshelplistenersunderstandabstractconceptsandallowcomplexdatatobeorganizedandreducedtomakeapointclearlyandconcisely.Furthermore,effectivevisualsupportmaintainslistenerinterestandincreasesaudienceretentionofthematerialbeingpresented.MoralReflections(補(bǔ)充教學(xué)資源)UnitOverview天下大勢(shì)，合久必分，分久必合。Empireswaxandwane;statescleaveasunderandcoalesce.Mergersandacquisitions(M&A)refertotransactionsbetweentwocompaniescombininginso