Learning English is not only about mastering grammar and vocabulary, but more importantly about using it naturally in real-life situations. However, textbook sentences are often too formal and differ from real-life expressions. To speak authentic and natural English, you need to be exposed to conversations in genuine contexts. Here, we have selected high-frequency daily English expressions, covering scenarios such as socializing, work, and travel, to help you move beyond 'textbook English' and learn how native speakers actually communicate. Below is the content of this issue of 'New Cambridge Business English (Elementary) Unit 14a.' Keep practicing, and make your English closer to real life!

Direct Line was the first direct provider of insurance in the UK, starting 13 years ago. The company now operates six regional centres, each employing between 300 and 700 people, with a total staff of around 3,000. The decision to offer products directly via phone and internet, rather than through insurance brokers or high street shops, was largely due to cost. By using call centres, the company avoids paying high rents for prime locations and commissions to brokers. These savings are passed on to customers through competitive pricing.

When customers call, they receive an instant response. A computer database displays all customer details, saving time and improving service quality. This allows Direct Line to offer good products, fast service, and lower premiums. The company provides insurance policies for motor, house, travel, and life, as well as financial services including mortgages, personal loans, savings, and pensions. Recently, it also introduced a vehicle breakdown service, expanding its product range further.

Some operatives only handle one product, while multi-skilled staff deal with two or three. The system is designed to guide operatives through 80–90% of inquiries and claims, so they rarely need to make decisions independently. Unusual or large risks are handled by supervisors. The goal is to ensure operatives have as much information at their fingertips as possible. With this system, less training is required. As for the future, call centres are expected to remain essential, though finding good staff may become harder as more centres are established. Companies may need to offer better conditions, and in the future, staff could even work from home through closed computer networks.

George was asked about negative reports regarding working conditions in call centres. He admitted that the computer system does monitor operatives at their desks but emphasized that staff get an hour for lunch and several breaks. Monitoring also affects pay positively, as bonuses are given based on calls taken, products sold, and accuracy. This way, good performance is rewarded. Operatives typically work flexible shifts of 35 hours a week, with overtime available if desired. Flexible shifts are created by the system according to expected call volumes, ensuring the right number of staff are scheduled.

The company operates from 8 a.m. to 8 p.m. on weekdays and from 9 a.m. to 5 p.m. on Saturdays. Many operatives are young mothers or students who appreciate evening shifts. While some argue that working in a call centre is not the most exciting job, management works to keep morale high. Staff are organized into teams, with prizes awarded to the best performers. Fun competitions are also held during major sporting events such as the World Cup or the Olympics, helping to increase motivation and job satisfaction.

The above is the content of 'New Cambridge Business English (Elementary) Unit 14a' organized by Qicaiwang. We hope it is helpful to you!