Luyện nói tiếng Anh bằng Shadowing qua video: McKinsey Case Study: Beer Brand Profitability
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1
Ed, are you 21?
Ed, bạn đã đủ 21 tuổi chưa?
2
I am.
3
Excellent.
4
Well, at least in the US, we can give you this case.
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It's authorized.
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Great.
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This is a case on beer.
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I love it.
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I think we're going to have some fun with this one.
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It's a McKinsey case, so I'm going to direct you through the case, but part of my judgment is still going to be based on whether you get where I'm going before I go there.
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So just McKinsey style is naturally rigorous, very analytical, but still I'm going to tell where we're going and when.
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And so, you know, other than that, I'm basically just ready to dive in.
13
Great.
14
So our client is a beer maker.
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They've been in the beer industry for nearly 90 years.
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The company's original focus was on the artisan beer market, but over time they expanded their product line to become a multi-million dollar business and less than now,
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5% of their sales come from artisan beer.
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The beer market in the U.S., which is the relevant market, has been decreasing by 2% over the last 20 years,
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and our client's beer brand has been sadly declining at the same rate.
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Despite having a strong passion for the beer brand, the company has not paid much attention to it in recent years.
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However, events last year brought the company's focus back to their beer brand
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because they saw a decline of 15% despite selling 10 million bottles, while the market declined by only two percent our client wants to understand what happened
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and how to grow the brand back without lowering profits okay
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so just want to make sure i'm i'm following you here great our client is a beer making company
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and they've been good pretty strong for 90 years um originally focusing on
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that autism maybe like ipa kind of focus whereas now they
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are probably a bit more traditional beer um not as focused on
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that that says in five percent of their portfolio um the beer market you said was
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that two percent over the last 20 years
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or two percent each year two percent um each year over the last 20 years okay wow
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so really has been just slowly declined that's probably with the introduction of seltzers
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and uh popularity with cocktails and all that stuff um But last year they decreased.
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Don't forget wine.
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And don't forget wine, yes.
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And last year it went down 15% despite them selling 10 million bottles.
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Bottles or dollars?
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Bottles.
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Bottles, okay.
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So now we want to know how can we grow this brand back, but also we want to maintain profitability.
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Is that correct?
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Yes, that's right.
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Okay, just a few clarifying questions to make sure I have the scope right.
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Strictly in the US, no foreign, German, yes.
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Yeah, so they are all over the place.
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But our focus is going to be on the US market here.
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Perfect.
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And are we looking at any sort of pressing timeline for this matter?
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Or are we just hoping to come up with some ideas to get into place?
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What do you think?
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I would think after a year of 15% decline, we're probably pretty time sensitive.
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I agree.
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Okay, great.
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Do you mind if I just take a minute or two?
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Go ahead.
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Okay.
56
Okay, so I've segmented my thoughts into three main categories.
Được rồi, tôi đã chia các suy nghĩ của mình thành ba hạng mục chính.
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I think first and foremost is internal.
Tôi nghĩ trên hết là vấn đề nội bộ.
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So really looking at a lot of the financials here in terms of the cost, the revenues.
Vì vậy, thực sự là chúng ta đang xem xét rất nhiều số liệu tài chính ở đây về mặt chi phí và doanh thu.
59
If they've decreased in 15%, and I didn't catch whether that was profit or revenue.
Nếu chúng đã giảm 15%, và tôi không rõ đó là lợi nhuận hay doanh thu.
60
Yeah, let me just go back and we'll double check it together.
Được rồi, để tôi quay lại và chúng ta sẽ cùng nhau kiểm tra lại một lần nữa nhé.
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The 15% was the revenue.
15% đó là doanh thu.
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Was the revenue.
Đó là doanh thu.
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Yeah, market was 2% revenue.
Vâng, thị trường chiếm 2% doanh thu.
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Okay.
Được rồi.
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Well, cost still could be a driver, but it seems like revenue is the biggest thing.
Chà, chi phí vẫn có thể là một yếu tố thúc đẩy, nhưng có vẻ doanh thu mới là yếu tố quan trọng nhất.
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So with that being said, despite selling 10 million bottles tells me it's not about the quantity, it's about the pricing.
Vậy nên, mặc dù đã bán được 10 triệu chai, điều đó cho thấy vấn đề không nằm ở số lượng mà là ở giá cả.
67
So I'm imagining immediately my initial hypothesis is pricing is needing to change.
Vì vậy, tôi đang tưởng tượng ngay lập tức rằng giả thuyết ban đầu của tôi là cần phải thay đổi cách định giá.
68
With that, though, before we jump into that, I'd love to talk about the market and the consumers.
Tuy nhiên, trước khi đi vào phần đó, tôi muốn nói về thị trường và người tiêu dùng.
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Okay.
Được rồi.
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So with the market, there could be different competitors maybe they've changed their pricing
Vì vậy, trên thị trường có thể có nhiều đối thủ cạnh tranh khác nhau, có lẽ họ đã thay đổi chính sách giá của mình.
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if that's what we're focusing on on the internal side of things
nếu đó là điều chúng ta đang tập trung vào trong các vấn đề nội bộ.
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there also may be more regulations um i know maybe there's some laws
cũng có thể có thêm nhiều quy định nữa, ừm tôi biết là có thể có một số luật liên quan.
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that could be assigned or some things that have added in taxes
điều đó có thể được phân bổ hoặc một số khoản đã được cộng vào thuế.
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or added in various obstacles for the client
hoặc là đặt ra nhiều trở ngại khác nhau cho khách hàng
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and then also maybe there's been some bad pr whether
và rồi có lẽ cũng đã có một số vụ truyền thông tiêu cực nữa, cho dù là
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that be with the market in general in terms of just people maybe not wanting to drink as much
điều đó liên quan đến thị trường nói chung, về mặt có lẽ mọi người không còn muốn uống nhiều nữa.
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because of some sort of um i don't know maybe they're
vì có cái gì đó ừm tôi không biết có lẽ họ là
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really cracking down on there's been lots of drunk driving accidents
hiện đang rất quyết liệt xử lý vì đã có rất nhiều vụ tai nạn do lái xe say rượu gây ra.
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or something and people are maybe taking a second look
hoặc gì đó và mọi người có lẽ đang nhìn lại một lần nữa
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or also maybe it's an actual bad PR specifically related to
hoặc cũng có thể đó là một vụ PR tồi thực sự liên quan cụ thể đến
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our beer brand in terms of maybe we had an incident in one of our factories
thương hiệu bia của chúng ta về mặt việc có lẽ chúng ta đã gặp một sự cố tại một trong những nhà máy của mình.
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and all of our beer was was ruined and it still went out
và tất cả bia của chúng tôi đã bị hỏng nhưng chúng vẫn được đưa ra bán.
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or something in terms of the consumer not a whole lot
hoặc là về mặt người tiêu dùng thì không có nhiều thay đổi lắm.
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here just maybe in terms of preferences I know I mentioned
ở đây có lẽ là về những sở thích mà tôi biết mình đã nhắc đến trước đó.
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that earlier in terms of maybe they're looking for for seltzers
điều đó hồi trước, có lẽ là về việc họ đang tìm kiếm các loại nước có ga.
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or for wine or for other things and that doesn't seem like it would be top of mind just because
hoặc là cho rượu vang hay cho những thứ khác, và có vẻ như đó không phải là điều người ta sẽ nghĩ đến đầu tiên chỉ vì
87
the market has been steadily decreasing but last year was almost catastrophic
thị trường đã liên tục giảm sút nhưng năm ngoái thì gần như là một thảm họa.
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and so yeah i think i'm ready to jump into 20 air in particular
và vâng, tôi nghĩ tôi đã sẵn sàng để dùng thử 20 Air rồi.
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but if you if you have a certain direction you want to take this okay awesome right now
nhưng nếu bạn có một hướng đi cụ thể mà bạn muốn thực hiện cho việc này thì được rồi, tuyệt vời, ngay bây giờ.
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if i told you to take one action to fix the business even though obviously have no data, what would your action be?
Nếu tôi yêu cầu bạn thực hiện một hành động để cải thiện hoạt động kinh doanh, ngay cả khi rõ ràng là không có dữ liệu nào, thì hành động của bạn sẽ là gì?
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It would be to change the price and I'm not going to specify whether I would increase or decrease it.
Sẽ là việc thay đổi giá, và tôi sẽ không nói rõ là tôi sẽ tăng hay giảm giá.
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You have to.
Bạn phải làm vậy.
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I have to.
Tôi buộc phải thế.
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Well of course.
Tất nhiên rồi.
95
Okay, if we still sold 10 million bottles last year but we lost revenue,
Được rồi, nếu năm ngoái chúng ta vẫn bán được 10 triệu chai nhưng lại bị giảm doanh thu,
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I don't think lowering the price is going to help that because I think we were already selling a lot of bottles, so I would increase the price.
Tôi không nghĩ rằng việc giảm giá sẽ giúp ích được gì vì tôi nghĩ chúng ta đã bán được rất nhiều chai rồi, nên tôi sẽ tăng giá lên.
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Okay, awesome.
Được rồi, tuyệt vời.
98
So our team shared some data gathered about the competitive landscape.
Vì vậy, nhóm của chúng tôi đã chia sẻ một số dữ liệu thu thập được về bối cảnh cạnh tranh.
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So I know that that was one of the pieces, the second piece that you wanted to talk about.
Vậy tôi biết đó là một trong những phần, phần thứ hai mà bạn muốn nói đến.
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I think you're going to be pleased.
Tôi nghĩ bạn sẽ hài lòng đấy.
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There's some of your first category that's in here too.
Cũng có một số nội dung thuộc loại thứ nhất của bạn nằm trong đây nữa.
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So we did interviews with advertising experts.
Vì vậy, chúng tôi đã thực hiện các cuộc phỏng vấn với các chuyên gia quảng cáo.
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We examined customers' ad pages.
Chúng tôi đã kiểm tra các trang quảng cáo của khách hàng.
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We identified an amalgamation of what was happening in the market.
Chúng tôi đã xác định được sự kết hợp của những diễn biến đang diễn ra trên thị trường.
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And interestingly, the client really didn't know some of this information.
Và điều thú vị là khách hàng thực sự không biết một số thông tin này.
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And what it's shown is that our marketing spend and theirs has not changed significantly, but there are significant pricing changes that have happened in the industry.
Và điều đó cho thấy rằng chi tiêu marketing của chúng ta và của họ không thay đổi đáng kể, nhưng đã có những thay đổi về giá đáng kể xảy ra trong ngành.
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Good to know.
Tốt lắm, biết được điều này rồi.
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And so I want you to take a look at this
Và vì vậy tôi muốn bạn xem qua cái này.
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and just see what conclusions you think we can draw from this table.
và hãy xem bạn nghĩ chúng ta có thể rút ra những kết luận nào từ bảng này.
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Great.
Tuyệt vời.
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So what I'm looking at here is we have our client, and then we also have it seems we have two competitors who both have a premium
Vậy thì điều tôi đang thấy ở đây là chúng ta có khách hàng của mình, và sau đó dường như chúng ta cũng có hai đối thủ cạnh tranh, cả hai đều có gói cao cấp.
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and an own brand do we also have a premium
và chúng tôi cũng có dòng sản phẩm cao cấp thuộc thương hiệu riêng của mình.
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and a brand
và một thương hiệu
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or do we just have one brand our main focus is
hay chúng ta chỉ tập trung vào một thương hiệu duy nhất thôi?
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just on our own brand okay sorry on our on our
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we don't have a premium brand we just have one brand
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yes some of the other ones their own brand is going to be a either a core brand
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or they are stores that have for example their own label
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or style of beer okay i don't know
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if you can reference other stores that you know of like
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that yes yeah um okay
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so we have a single brand gotcha okay we have not identified it as premium own
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or other yeah well i may just try
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and identify right now i'm seeing
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that our cost is much more in line with the premium both with competitor a
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and b and less in line with their own brand.
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They actually hadn't launched their own brand until 2022.
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However, we were the cheaper product even compared to the premium.
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But now what happened is in 2022, it seems like competitor A and B have both launched their own brand,
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which is significantly cheaper, about half the price of their premium brand.
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Now, the issue here is that those are at 10
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and 20 dollars and we're at 15 so we're not really in one
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or the other we're kind of straddling we're a little bit too expensive to be an own brand
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or a cheaper brand
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but we're not expensive enough to maybe justify the prestige pricing of a premium beer and
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so um perhaps aligning closer with one of those two might
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be more beneficial okay love it um again how does this verify
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or negate what your hypothesis was earlier i think we're we are more in line
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and at least with our costs in terms of um the premium brands
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so i think raising our price to approximately 20 would be
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a better a better way to increase our revenue okay awesome
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and if we did that what else would you look at in order to evaluate whether
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or not this was a good idea what would be the amount
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that you would want to do okay i don't look at the units sold because if we're
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making more money but we're selling significantly less it might not be worth it but
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if we're only taking a small decline in the amount of
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units sold then it will yield more revenue okay well i'm not sure what you'll determine as a small decline
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but let's take a look at some other information our client believes
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that if they increase their price to 20 they'll be able to sell 8 million bottles
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and the cost of producing the beer are 75 variable and 25 fixed
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you said 8 million if they raise the price that's right okay
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so i just want to make sure i've got i didn't miss any numbers there where you know
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that 75 percent of the cost is variable
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and that's it says you said it was eight dollars to produce um it uh
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that they are right now going to sell it for eight million in fact let me bring
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that other exhibit back because you can reference that
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if data from everything yeah so it's eight dollars to produce
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and and we would sell it for how much 20 20 okay you recommended
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that i did i did i'm glad we have my recommendation um okay
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so before i even jump into math i just want to give you a hypothesis in
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that by raising it to 20 we're raising the price by about 33 percent um
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and we are only decreasing our volume by about 20 percent
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if we sold we just sold 10 million last year yeah
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so we saw if we're only if we're only doing
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that then the math is likely that we will we'll increase
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but i want to give you an exact number
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and i want to i want to walk you through my calculations
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so let's go ahead and just calculate how much actually making now
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so we know they're selling 10 million and then we know
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that um it costs eight it's sorry 10 million 10 million units correct
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so 10 million units and we know
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that each of the units costs eight dollars to produce
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so that's 80 million in terms of our costs we also know that we're selling it for $15.
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So that is 150 million.
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So we're profiting $70 million as of right now.
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Now, if we look at our, I guess, alternative option, which is to increase the price to $20,
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we know that we will only sell 8 million.
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Now, I just want to factor in this variable and fixed
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because we want to know what our contribution margin is per bit bottle.
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So right now, if we're making it for $8 and we know that 75% of the cost is variable,
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that means we're paying a variable cost of $6 a bottle.
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And then we do have $2 multiplied by our 10 million or $20 million in terms of our fixed costs
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so no matter what we're going to have 20 million dollars of fixed costs
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so now what we can do is we can multiply our 8 million
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units by the cost of six dollars and
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that is going to be eight multiplied by six and that is going to be 48.
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So it's going to be 48 million as well in cost.
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So our total costs are $68 million.
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Now let's look at our revenue.
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We've got 8 million and this time we're multiplying it by $20 a bottle.
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So it's 160 million.
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Now 160 minus the 68 is $92 million.
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I just want to make sure that adds up yep is 92 million dollars
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which is an increase of our current profit of 70 million dollars um
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which is which is great
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and i think that's um definitely something we should keep looking into okay awesome
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if we can't capture it should we still do it
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if we can't capture the we can't capture the full um
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you know 8 million yeah exactly um i'm happy to calculate a break even
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if maybe that's easier in terms of how many we'd actually
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need to sell okay um not necessarily i'm just saying you know what what would you think about
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if we couldn't right because obviously if we can great but what
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if we can't yeah i think the the caveat there is
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can't capture the 8 million could be anywhere from 7.9 million to 0 million right
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and so knowing a more accurate version of how many people we can expect to capture would be really interesting
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so even if we just spent a little bit more money in terms of really researching our customers and competitors.
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If we could capture even 7 million, we'd probably still be close to that current profit.
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But I think the biggest thing here is the actual branding itself, right?
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If we tie it back to the beginning, it's not just about the internal factors and the actual revenue.
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It's about our competitors, our customers, the regulations behind this.
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And one of the big things here is what the customers think of our brand
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because if the market keeps continuing to decline there then there's a chance
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that it becomes more polarized and that the people who still choose to drink beer
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and purchase beer over seltzers and wine
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and hard liquor will align more with one one um one company
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and if we also join that premium premium beer route
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and then even if we wanted to launch an own brand as well
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That not only opens up the possibility for more revenue, but it also closely aligns us with what our competitors are doing
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and hopefully can allow us to compete in a better environment.
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Okay.
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I have one more question.
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Yeah.
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So here, you talked about maybe identifying a breakeven point, but what would be some of the things
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that could help us explain to customers or support a price increase to customers
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that would help us capture that $8 million or more?
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Yeah, so we're just looking at, sorry, you said ways to...
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Ways to explain or support to customers, right?
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Because we can just show up tomorrow and change the price.
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That's one way to do it.
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But imagine that we were trying to do something that kind of, you know, supported this price increase.
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What are some options for ways that we can think about that?
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I think number one is going to be how you market it.
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You could say, oh, we're increasing the price because we want to make more money.
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No one's going to want to get behind that.
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You need to give them a story and something they believe in.
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So if you're increasing the price because now you're a premium beer
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and you're in a beautiful bottle and you use only the best ingredients for the best tasting beer, that's going to be something that customers are much more likely to justify.
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And I feel like I use this example in a lot of these cases, but think of the iPhone.
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The iPhone is only marginally faster than other Android phones and its counterparts.
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But because it's priced so heavily, everyone buys into this idea that it's just it's better and it's a higher quality.
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And so there is an element to this prestige pricing almost.
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If we can really show, look at this beer, it's in the most beautiful bottle.
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It's incredible.
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So you're changing the bottle or not changing the bottle?
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I think if we can do it without incurring too much more cost, if we can do it for the same cost, but we can have it maybe just a different shade of green
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or brown or whatever color we want the glass to be.
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and we can have it be more premium
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or we can change the label and the fonts to associate it with a more higher class beer,
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that's going to be something that could really increase the reception in terms of the price.
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However, I will say with that, you have to be careful because if our current customers right now, again, we have 10 million bottles that people have bought
251
and if people are doing that because of how it looks and because of what they like, changing it to this high and mighty design might not, might be almost counterproductive.
252
Great.
253
Would you do the price increase all at once?
254
I think it could be interesting to do it over the course of one or two years.
255
We did just suffer a massive decline.
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So I know that there's probably a timely manner associated with it.
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But I think that all of a sudden going up and seeing $5, you know, an extra 33% increase is pretty painful to the eyes.
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So maybe just over the course of
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of a year or two but again the risk with
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that is that if people every time
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if they're buying beer for those customers who are buying it once every two
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or three months
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if every time they go it's a dollar more expensive they're going to think where does this end
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and that might drive them away so just being careful um on
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when we would do that whether it would be commit to it all at once, or I think do it over the course of a much longer period of time.
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Fantastic.
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Okay, final recommendation, what would you think?
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Yeah, so obviously looking at the story here of facing this 15% decrease despite selling 10 million bottles,
269
I think we have to increase the price.
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And whether or not we do it immediately, or we do it over the course of a long period of time it does need to increase
271
because i think lowering the price would not help us um with
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that being said i think some next steps are to do
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maybe some more customer surveys in terms of figuring out the branding behind this and how we can actually
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tell our story to the customers and have them back us in this price increase
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and then just be aware of the risks that this this price increase
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if done in the incorrect manner in the terms of the actual execution could harm what we're actually doing here
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and could lower the amount of reception that that we get to this idea.
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Fantastic.
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Thank you.
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OK, Ed, McKinsey case, how did it feel?
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It's good.
282
I do like this style of case where it's not getting your hand held, but it's pushing you in the right direction, whether you like it or not. Of course.
283
We all love that.
284
You definitely know if you're off the right track.
285
You do.
286
You do.
287
And this was good.
288
It was a fun concept.
289
And it's always interesting when it comes to these price changes how many other factors there always are,
290
because obviously I neglected to think about when you would make this price increase, but that's a whole other conversation.
291
We could have a whole case interview on that itself with exhibits of, oh, do you do it immediately or do you do it over four years or three years?
292
Totally.
293
And so I thought that was really, really interesting.
294
I did too.
295
Well, let me just walk through, you know, overall, I thought you did a really good job.
296
So I'll grab this back and I'll kind of talk through it as I go through.
297
First of all, This was a pretty hefty and actually a very numerically driven case introduction.
298
And I thought you did a really good job of capturing everything.
299
And also that one clarifying question was super smart, right?
300
Was it, right, saw the decline of 15% despite selling 10 million bottles.
301
So we knew that it wasn't volumes, but it could have still been revenue or market share or something else.
302
And so you helped clarify that.
303
And that set the baseline for everything else that we were going to talk about.
304
So that was great.
305
One of the things that we didn't do in this case
306
that could have been included was just a diagnostic on the decline.
307
Okay.
308
Right?
309
How did we get from A to B on where the price went down?
310
And one of the things that was really interesting is
311
that it's actually not super evident even in the cost numbers how we got there.
312
Because when we saw that later, right?
313
10 million bottles, that doesn't seem like it was a big shock for us the decline of 15%, the market declined only by 2%.
314
We don't think lower our prices, but doing an understanding of that would have been maybe just another way to think about it.
315
But anyhow, I gave you a four for the recap and a three for the clarifying questions.
316
I thought that they were really good.
317
I felt like you could have maybe explained why you were asking them, tying them to, hey, we're going to need to put this in the structure.
318
Your case structure was excellent.
319
Creative, but still very numerical and I thought
320
that it helped really address the issues in the case and felt very tailored to the specific issue.
321
This first question on the exhibit, I thought you handled it really nicely.
322
There is probably math that you could do.
323
Of course, with McKinsey, there's always some kind of math that you'd want to do.
324
And so, you know, you kind of came up with the directional focus, but I would just say if you wanted to take a little time afterwards to think about,
325
hey, what math could I have done there?
326
That would be great.
327
Then I pushed you.
328
You should have pushed yourself on what should you do and what would you want to test and pick a number.
329
You were like, well, we could raise it or we could lower it.
330
No, don't hedge with McKinsey in particular.
331
Don't hedge.
332
Just say, look, we'll figure this out in a minute, but here's where I would go.
333
And so you were constantly kind of trying to be like, well, we could do this or we could do that.
334
Of course we could, but I'm paying you a couple million dollars as McKinsey to not do that for me.
335
My whole team does that that's not what I want you to do.
336
So ultimately, I thought there could have just been a little bit more directional clarity
337
when you were moving from piece to piece inside the case.
338
Math was great, good insight.
339
I thought the offer for the break-even was very thoughtful.
340
Don't ever offer.
341
I mean, I almost took you up on it, even though I didn't have the math.
342
I was ready for it.
343
I know you were.
344
And I like that readiness, but I also was concerned that it was going to move us off the point.
345
And I think that you already were getting the insights that you needed.
346
So saying, look, what we could figure out is what breakeven point is our kind of risk minimal option.
347
And how secure are we with a confidence level on that?
348
You don't have to offer to do the math, but you could say that we could do it.
349
And that might just be a better way to propose new math inside a case.
350
And then finally, I thought this question about the adding support for the price increase.
351
I really wanted pros and cons for each one of those because you had really good ideas, but I thought you brought them in at the end.
352
But then, right, if we change the ingredients, however, we could have a new cost.
353
If we change the bottle, we'll have a redesign and remarketing.
354
If we change X, Y, or Z.
355
So what are we looking for?
356
We're looking for the best trade-off or the least amount of negativity, right?
357
And so creating me a framework that explains how we would think about something like that, I think could really advance your thinking there.
358
Other than that, any final questions?
359
No, thank you very much.
360
Great job.
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Từ vựng và ghi chú luyện nói cho bài học này
Bài luyện nói trình độ C1 này dựa trên video “McKinsey Case Study: Beer Brand Profitability”. Những từ được nhắc lại nhiều nhất trong bài: beer, price, brand, bottle, cost. Video này có 360 câu và 4222 từ để luyện shadowing. Phần lời nói dài 22:44. Người nói nói nhanh, khoảng 186 từ mỗi phút, nên sẽ có nhiều chỗ nối âm và nuốt âm. 88% số từ nằm trong 3.000 từ tiếng Anh thông dụng nhất; phần còn lại nên xem trước khi luyện.
Từ vựng quan trọng trong video
15 từ khó nhất trong video, kèm phiên âm và nghĩa:
| Từ | Phiên âm | Nghĩa |
|---|---|---|
| competitor danh từ | /kəmˈpɛt.ɪ.tɚ/ | đối thủ |
| multiply động từ | /ˈmʌltɪplaɪ/ | nhân |
| hypothesis danh từ | /haɪˈpɒθɪsɪs/ | giả thuyết |
| artisan danh từ | /ˈɑɹtɪzən/ | nghệ nhân |
| ingredient danh từ | /ɪnˈɡɹiːdi.ənt/ | thành phần |
| prestige danh từ | /pɹɛsˈtiːd͡ʒ/ | uy tín, thanh thế |
| calculate động từ | /ˈkælkjʊleɪt/ | tính toán, tính |
| recommendation danh từ | /ˌɹɛkəmɛnˈdeɪʃən/ | sự giới thiệu, sự tiến cử |
| tailor danh từ | /ˈteɪlɚ/ | thợ may |
| obstacle danh từ | /ˈɑbstəkəl/ | bước cản, chướng ngại |
| calculation danh từ | /ˌkælkjuˈleɪʃn̩/ | tính toán |
| neglect động từ | /nɪˈɡlɛkt/ | bỏ lơ, bỏ mặc |
| font danh từ | /fɑnt/ | phông, phông chữ |
| timely tính từ | /ˈtaɪm.li/ | hợp thời |
| verify động từ | /ˈvɛɹɪfaɪ/ | xác minh, xác thực |
Cụm động từ bạn sẽ nghe
| Từ | Nghĩa |
|---|---|
| go back động từ | trở lại |
| go out động từ | ra, chết |
| go up động từ | lên |
| open up động từ | mở |
Những câu đáng luyện lại
Các câu ngắn, trọn ý trong video mà bạn có thể dùng lại khi giao tiếp hằng ngày:
- What do you think?
- Do you mind if I just take a minute or two?
- I think you're going to be pleased.
- What are some options for ways that we can think about that?
- Would you do the price increase all at once?
Ngữ pháp trong video
Những cấu trúc người nói dùng nhiều nhất, kèm đúng cụm từ trong video:
| Cấu trúc | Trong video |
|---|---|
| Câu điều kiện if + mệnh đề, will/would + động từ — điều kiện và kết quả | if we did that what else would you · If we change the bottle, we'll have |
| Thì hiện tại hoàn thành have/has + quá khứ phân từ — việc đã xảy ra nhưng còn liên quan đến hiện tại | They've been · has been · has not paid |
| Câu bị động be + quá khứ phân từ — nhấn vào việc xảy ra, không phải người làm | be based · being said · could be assigned |
| Mệnh đề quan hệ who / which + mệnh đề — thêm thông tin về người hoặc vật | option, which is · people who still |
Phát âm cần chú ý
Người nói dùng 100 dạng rút gọn, ví dụ we're, I'm, don't. Hãy nói theo dạng ngắn đúng như bạn nghe.
- Âm “th”: hypothesis /haɪˈpɒθɪsɪs/, authorize /ˈɔθəɹaɪz/, thoughtful /ˈθɔːtfəl/, theirs /ðɛɚz/
- Âm “sh” và “zh”: directional /dɪˈɹɛk.ʃə.nəl/, recommendation /ˌɹɛkəmɛnˈdeɪʃən/, amalgamation /əˌmælɡəˈmeɪʃən/, calculation /ˌkælkjuˈleɪʃn̩/, beneficial /ˌbɛn.ɪˈfɪʃ.əl/
- Từ dài — đặt trọng âm cho đúng: competitor /kəmˈpɛt.ɪ.tɚ/, hypothesis /haɪˈpɒθɪsɪs/, directional /dɪˈɹɛk.ʃə.nəl/, ingredient /ɪnˈɡɹiːdi.ənt/, recommendation /ˌɹɛkəmɛnˈdeɪʃən/
Cách luyện với video này
- Nghe hết video một lần, chưa cần nói, và ghi lại những từ bạn chưa biết.
- Bắt đầu ở tốc độ 0,75×, nói đuổi từng câu, rồi quay lại tốc độ bình thường khi đã quen.
- Ghi âm giọng mình rồi so với bản gốc, chú ý các từ như competitor, multiply, hypothesis.
Phương Pháp Shadowing Là Gì?
Shadowing là kỹ thuật học ngôn ngữ có cơ sở khoa học, ban đầu được phát triển cho chương trình đào tạo phiên dịch viên chuyên nghiệp và được phổ biến rộng rãi bởi nhà đa ngôn ngữ học Dr. Alexander Arguelles. Nguyên lý cốt lõi đơn giản nhưng cực kỳ hiệu quả: bạn nghe tiếng Anh của người bản xứ và lặp lại to ngay lập tức — như một "cái bóng" (shadow) đuổi theo người nói với độ trễ chỉ 1–2 giây. Khác với luyện ngữ pháp hay học từ vựng bị động, Shadowing buộc não bộ và cơ miệng phải đồng thời xử lý và tái tạo ngôn ngữ thực tế. Các nghiên cứu khoa học xác nhận phương pháp này cải thiện đáng kể phát âm, ngữ điệu, nhịp điệu, nối âm, kỹ năng nghe và độ lưu loát khi nói — đặc biệt hiệu quả cho người luyện IELTS Speaking và muốn giao tiếp tiếng Anh tự nhiên như người bản ngữ.