Learning English requires not only mastering grammar and vocabulary but more importantly, being able to use it naturally in real-life situations. However, textbook sentences are often too formal and far from actual daily expressions. To speak authentic and natural English, exposure to conversations in real contexts is necessary. Here, we select frequently used daily English expressions covering social, work, and travel scenarios, helping you break free from "textbook English" and learn what native speakers really use. Below is the content of this episode "Episode 59 of Issue 6: Saving Apple." Keep accumulating, and make your English more life-like!

12 months for Apple Computer, it lost more than a billion dollars its market share has been cut in half and at stock price it's down dramatically. The company is still losing money despite dramatic cuts and costs. The question is can Apple return to its glory days of the 1980s? The next year will be critical. Long gone are the innovative commercials the days when Apple Computer did prevail and Apple was high tech to the core. Apple Computer began as a speedling 20 years ago. It went public 17 years ago and introduced the Macintosh computer over a decade ago. Those were the glory years before the restructuring, the massive layoffs and R&D cuts, before the initial clop of the Newton's personal digital assistance and before the embarrassing 1994 power book launch and recall.

Analysts say product problems weren't the only bad seed zone at Apple. Apple could go all the way back to the decision not to license the Mac OS and the Mac architecture to clone manufacturers. Many people would point to that as a fundamental decision that limited where the company could go. Some people would tell you that had Apple licensed that architecture in the early 80s that the windtell architecture really wouldn't have taken hold. Most people today would be using Macintosh based machine. As they Apple also forgot about marketing and upset the Apple cart with several management shakeups, including the Astros of Steve Jobs, John Scully and Michael Spindler. But they're optimistic about new CEO Gil Emilio's efforts to turn the company around.

Hot products delivered on time. If you are in the technology business, the thing that drives you is great in products. Of course, Apple built its reputation on insanely great products. We are just getting back to that. By the time we get to the end of the year, we will have turned over the entire product line. That's what is going to drive us back up into profitable territory. That's where you see the opportunities to grow. That's what companies like us are all about. Great products. Let's talk about the Macintosh PC where the company continues to invest as well. Apple's pride and joy in the 80s, but steadily losing market share since then.

Some say Apple should compete to beat in the home PC market. Do you really think the Macintosh can recapture the market share at last? I think that's the answer is yes. But I think that it's important to understand that this is not just a market share game. One of the ways that Apple got into trouble, frankly, in the first place was an excessive focus on market share. I want to get back to building great products. Get those products in the hand of users, especially loyalists at first. And then use that through word of mouth and through just a personal experience to start rebuilding this thing again.

You've said that you expect that company to return to sustained profitability by September. Is that as long as you're giving yourself to turn the company around? When you take on a company that has having problems, as I said in my opening remarks, the first thing you do is try to get those problems on the table, solved, and behind you as quickly as you can. It's my sense that this last 12 to 15 months is the period where we have been intensely dealing with these problems. And it's been very visible in it's been a sense of crisis about Apple and so forth. But the reality is that is the one thing you absolutely positively have to do before you could start to recover.

Going through zero and moving into profitability very candidly is just a critical milestone. One that will celebrate and cheer, but that's not really what our long-term goal is. A long-term goal is to have return on equity that's comparable to the best companies around. And it will take us a while to get there. I said a year ago that it would take us two and a half to three years to get there. And we're on that schedule. It would be great to do it sooner, but I don't see it.

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