CEO의 영어수첩

Don't just memorize it. Make a picture of it, feel it, and have fun.

   

From a performance standpoint, I have no time. You're expected to perform from day one.

   

The new president committed his full attention to identifying what it takes to succeed in business from day one.

   

It would be pretty hard to cut corners on the project we're working on now because we have already tightened our belt from day one.

   

We focus on quality from day one and are starting to develop a solid customer base.

   

We dreamed from day one and dreamed very big.

   

From day one it has been a very good property, but we are always studying what changes we can make to make it better.

   

You must treat the client from day one as if they're worth that much money - the total amount they can bring over a lifetime.

   

Running the business day to day is not an easy job.

 

We check all our inventory on a daily basis.

 

Our new business is getting better day by day.

 

From scratch, from the ground up.

 

At the end of the day, the company needs to show it can earn enough to cover its cost of capital.

   

At the end of the day, what's important to us is what can be done right now not what should be done in the future.

   

At the end of the day, the old ideas won't fly any more.

   

The problem at the end of the day was those assets were not worth that the company paid for them.

   

If you're not making a mistake, at the end of the day, I don't think you're trying.

   

Cheer up. It's not the end of the road.

   

Let's get the job done before we reach the end of the rope.

   

Sometimes it is important to play both ends against the middle in order to get commissions from both sellers and buyers.

   

It is important to tie up loose ends from the early stages of the work.

   

The bottom line, in a nutshell.

   

Would you share you bottom line with us?

   

The benefits of our turnaround actions along with additional cost reductions will continue to enhance our bottom line.

   

Our bottom line results this year have improved but are not enough to attract new capital.

   

Look, the bottom line is what we're making progress towards goals.

   

At the end of the day, the issue at the door is "how to turn our new customer services into bottom line results and how soon?

   

We need to make sure that the market segmentation strategy translates into bottom line results as soon as possible, although we can't make it happen overnight.

   

The bottom line is if we don't move fast, we're out of the game.

   

A profitable business is truly the bottom line.

   

I want to suggest that your internet capabilities are as important as your bottom line for your company.

   

Last year we grew our market share but had difficulty leveraging our sales to the bottom line.

   

The bottom line is that we have to project our ability to innovate and add the new features our customers want.

   

The business models now have an eye on the bottom line.

   

With one simple out-of-the-box thinking in our market penetration strategy the whole different ball game has changed.

   

If you step up the plate(타자가 타석에 들어감), then we have a whole different ball game.

   

Our competitors are in a whole different ball game. They are simply not in our league.

   

The new electricity market is a whole new ball game and we are still in the early innings.

   

… maintaining reliability during rapid expansion is one thing. Improving reliability while expanding is a whole different ball game.

   

The ball's not in my court any more.

   

Getting off to a good start is half the battle. Let's make sure we're all on the same page before we shift gears.

   

The idea is to share information and expertise to create quick and positive bottom line results. To make it happen, everyone has to be on the same page along the way.

   

If we don't get everyone in the loop from day one, we won't be able to keep us all on the same page.

   

At the end of the day, things were falling apart because we were not all on the same page.

   

Let's get all of us on the same page first and then go from there.

   

Love what you do or don't do it.

   

Make the choice to do something because it engages your heart as well as mind.

   

There are no bad choices, as long as you learn from them.

   

Make sure that whatever the situation, everyone is on the same page at the same pace.

   

I guess we are not on the same page on that issue.

   

Taking an apple-to-apple approach is important because it paints a better picture of how we have performed during the last quarter.

   

If we understand where apples and oranges are mixed in the report, we could identify potential red flags before meeting.

   

I think you are comparing apples and oranges.

   

We can pick and choose. - we have a wide range of choices.

   

We are progressing in leaps and bounds.

   

We have meetings on and off.

   

WE should stop moving back and forth.

   

Slowly but surely

   

We will have to sink or swim.

   

One simple formula that puts the right people in the right place at the right time will keep us ahead of game.

   

Technology itself won't put us ahead of game. Business is about people, vision, leadership, culture, and strategy.

   

Making our customers' priorities our top priorities will place us ahead of the game.

   

Avoid locking into the way things are done, or we fail to stay ahead of the game.

   

Our strategic plan and initiatives are changing the way we play the game. Soon, I believe, we will be ahead of the game.

   

The line between success and failure is very thin - if you can't come out fighting when your back is against the wall - then think again. You need to be streetwise to keep ahead of the game.

   

Ahead of the game, ahead of the pack, ahead of the curve => front runner

   

It was a matter of let's-not-try-to-reinvent-the-wheel, here, but let's try to reinvigorate it and reinterpret it.

   

Our game plan is not to reinvent the wheel but to leverage the investment others have made. That allows us to focus on what we do better and faster.

   

If we can meet our customers' needs with what we already have, we don't have to waste valuable resources and reinvent the wheel.

   

We don't always have to reinvent the wheel to stay ahead of the curve. Let's get back to basics and go from there.

   

Number one, they've got to do it. Otherwise, they're going to lose out to the Joneses. Number two, don't boil the ocean.

   

It's going to be a smaller-niche, profitable play, as opposed to conquer the world, boil the ocean.

   

It doesn't make any sense to reinvent the wheel. But it is very important to figure our which wheel we need to use and how it needs to be modified to achieve the best performance. If there are no good fits, then we'll invent the best wheel for the job.

   

Credit cards greased the wheels of the consumer boom by allowing people to buy what they want without cash.

   

I was the squeaky wheel in our department and got the money for developing new projects.

   

Nobody would be interested in buying the fifth wheel products at such a high price.

   

Push the envelope (too far), boil the ocean, reinvent the wheel.

   

There is no plan B for the company's turnaround efforts and its efforts were on track.

   

A plan B has to be based on a team spirit as well as a great deal of individual effort and sacrifice.

   

It's critical to keep an eye on the health of the present plan unless we want to look at a plan B(fallback plan).

   

Not all there. : 정신이 어떻게 된 거 아냐?

Not a chance, Not in the least.

   

Without winning the minds and hearts of customers, a strategy will never be a slam-dunk.

   

Keeping and rewarding talented people is absolutely a slam-dunk formula for success.

   

The concept is attractive in theory, but the idea isn't a slam-dunk for consumers.

   

The sky's the limit in terms of growth because we have a slam-dunk product.

   

It will be a long shot if we have to start the project from scratch.

   

Turning our idea into a commercial product was a long shot, but with a 110% effort we started to see the light at the end of the tunnel.

   

We went the extra mile to turn things around, and gaining a significant synergy anytime soon didn't seem like a long shot.

   

Entering emerging markets without the right local skill sets will be a long shot.

   

The bottom line is, are we going to stay the course together?

   

We got to stick to our guts. I don't see any reason not to.

It's been tough, but we have done a great job so far.

We will make it happen at the end of the day.

The light at the end of the tunnel is just around the corner.

Stick together, I am sure we will stay the course.

   

New challenges ahead are uphill battles. But we will be able to stay the course if we all stick together.

   

If we could stay the course in these bad times, all of our efforts will pay off.

   

Keep up the good work, and we will stay the course.

   

There are so many tough things we need to take care of at this start-up stage. As long as we put first things first, we will stay the course.

   

It's sound like a plan.

   

The bottom line is that a new brand strategy is long overdue.

   

We can't take advantage of a new opportunity unless we take care of the long overdue homework first.

   

We should take long overdue steps to get our business back on the right track.

   

This long overdue reform is a good first step in the right direction.

   

A must is to get first-class intelligence to the relevant decision makers in a timely fashion and keep important developments on their radar screen.

   

On the radar screen, on the front burner, on the priority list

Off the radar screen, on the back burner, not on the priority list

   

It's a close call and a wake-up call for all of us.

   

The collapse of the dot-com bubble sent a wake-up call to the entire IT sector.

   

A whole new regulatory ball game threw cold water on our business strategy, and it was a real wake-up call for all of us.

   

When the president called our team on the carpet for the first time, we knew it's a wake-up call for us to work hard.

   

Thanks for your trouble, Thanks a million, It would be great if you do that. Thanks.

Thanks. Wish you best.

   

Let's go back to square one without delay to review what has succeeded and went wrong in the past.

   

No matter how impressive our product is, what customers do about it will leave us a winner or send us back to square one.

   

Going back to square one often opens the door to new ideas and approaches.

   

Our strategy behind the times brought us back to the drawing board, but we were back on our feet.

   

I have a different take on it.

I wouldn't be so sure.

I am afraid we are not on the same page.

I would look at it from a slightly different angle.

   

It might be a good idea to let competitors test the waters first so that we can learn from their early mistakes.

   

We always put new ideas to the test.

Our new ideas will be put to the test.

Our new products will stand the test of time.

The first acid test for our new product will be its performance in the US markets.

This election will be a crucial litmus test of your economic policies.

   

Reinventing the wheel is a waste of time, but it always pays to do our homework.

If you have done you homework thoroughly, have the confidence that you can break new ground.

As an entrepreneur, do your homework, and target a niche, and make sure you're tackling the right market.

We have done our homework and were able to pinpoint the inaccuracies in the plan.

   

Form day one => do one's homework, test the waters, pull out all the stops, hit on all cylinders, make the numbers => at the end of the day.

   

Broadband makes employees more productive at work, at home, and with wireless application, on the road. To me, it's a no-brainer.

   

Drawing a line between apples and oranges isn't always a no-brainer.

   

Rock solid, razor sharp.

   

Let's do a sanity check before we send this out to the client.

   

Reality check, double check.

   

Compression of the stock makes the employee do a sanity check: Does my company have a clear vision and strategy of where it's going.

   

My boss is a good sanity check for all works I do.

   

Let's do a sanity check to make sure what we're thinking makes sense.

   

Compare your results with your intuition for a sanity check.

   

Get a sanity check on the market price and make sure we aren't paying too much for our current vendor.

   

No doubt we were barking up the wrong tree from day one.

   

That sent us back to square one and we went there again.

   

And I am sure we will get there at the end of the day.

   

With all due respect, 맞는 말씀이십니다, 그러나~

On the other side of the equation/coin, on the flip side

If you look at it from a plus side of the equation.

If you look at things from a long-term perspective~

If you look on the bright side, Upside potential is, The beauty of ~ is

One of the nice things about ~ is

   

I basically did a deep dive my first day for literally 10 hours-plus with my direct staff and tried to get up to speed.

   

A brief overview will get you up to speed on the new project.

   

Talking to your customers is always a great way to get up to speed on your services.

   

With the honeymoon time growing ever shorter, new CEOs have little time to get up to speed.

   

Daeha brings a wealth of experience in the marketing research industry as well as a commitment to quality service to our clients … will allow him to quickly get up to speed in working with our client base.

   

Full-blown reform is underway everywhere in the government.

   

Let's do a sanity check about our full-blown analysis of the five-year business performance of our company.

   

Even after the company-wide restructuring plans have been developed, we are not ready for the full-blown implementation yet.

   

After the full-blown recession for a few months, the economy is picking up momentum to sustain the fledgling recovery.

   

That is part of the issues we need to address.

   

We are doing our best to come up with some tangible actions for that.

   

There's not going to be any cookie-cutter formula for that…

   

Cookie-cutter solutions won't win the minds and hearts of customers.

   

Sometimes having both a cookie-cutter model and highly customized is important.

   

With the life cycle of products getting shorter and things changing so fast, can we survive with cookie-cutter strategies?

   

Based on my own experience, cookie-cutter answers almost never work. Every situation is unique, mainly because they involve unique people.

   

There is no cookie-cutter approach to education; it's a moving target.

   

Companies are likely to gain the most from applications that are designed for specific business purposes, rather than cookie-cutter all-in-one applications intended to perform many functions.

   

Way to go, Good for you.

Right on, Awesome.

   

If we fail to turn around on a stand-alone basis, we might have to look at a Plan B.

   

After the spin-off(spilt-up), we proved our division was able to compete on a stand-alone basis.

   

On an as-needed basis, on an ongoing basis (지속적으로), on a product-by-product basis

On a quick turnaround basis, on a step-by-step basis, on an ad hoc basis (그때그때마다)

   

Daeha had an opportunity to hit the ball out of the park today and really contribute to the restoration of confidence.

   

Look, you don't have to hit the ball out of the park from day one. Get up speed on what is going on around here and put first thing first.

   

If we can hit the ball out of the park with new products, it will keep us ahead of the game for unique a long time.

   

What we need is a single at a time. You don't have to swing big.

   

We are going for the fences this time. Don't hold back on anything.

   

Managers that always promise to make the numbers will at some point to be tempted to make up the numbers.

   

The idea is to cut corners to make the numbers.

   

Managers are always under the intense pressure to make the numbers in the short run.

   

Stick to businesses you thoroughly understand.

   

Avoid risk by only investing in companies whose future cash flows are certain.

   

Only buy shares in companies if you expect above average returns.

   

Only buy if you get shares for less than they are worth.

   

Concentrate on value, not price. (Price is what you pay. Value is what you get.)

   

Ignore short term market sentiment. (Buy shares on the assumption that the market is going to close for the next five years and than you're happy to leave your money in there.)

   

Do not churn your portfolio.

   

We can be daring, creative, and have the freedom to push the envelope when we're profitable.

   

Winners are those who constantly push the envelope.

   

To push the envelope, stretch your thinking first.

   

We made the numbers by pushing the envelope with innovative ideas.

   

To meet our customers' changing needs, we pushed the envelope in creating new services.

   

If we don't push the envelope of our software technology, we will fall behind the curve soon.

   

Think outside the box, push the envelope, reinvent the wheel, break into uncharted territory.

   

We've got to create an environment where we dare to push the envelope.

   

Leaders have the guts to break into uncharted territory.

   

We don't have plenty of time. Let's keep three things in mind.

Number one, make sure we are all on the same page in terms of what they need.

Number two, make sure not to reinvent the wheel.

Number three, make sure we pull out all the stops to get the job done.

   

Once we decide to go, we are going to pull out all the stops.

   

Once we pull out all the stops, it will be a whole new ball game.

   

We decided we had to pull out all the stops. And we're really tickled to death about the outcome. Be tickled to death : 크게 만족하다.

   

Our cost-cutting efforts should be in full swing very soon.

   

It doesn't look like the economy is back in full swing yet.

   

Employee turnover is reaching epidemic proportions - the war for talent is in full swing.

   

I can really swing with our team.

   

We are getting into the swing of things around here.

   

Half of success in any business is getting your foot in the door.

   

It will be all downhill from there once we get our foot in the door.

   

Get your foot in the door if you want to get the ball rolling.

   

Getting your foot in the door is one thing, and closing the deal is another.

   

It looks like you have the right formula for how to get your foot in the door.

   

Get off the ground,

   

In entrepreneurship, you always have to take risks. Otherwise, I feel that the time you are not taking risks is the time you start going downhill.

   

The more mistakes your make, the faster you can learn.

   

We are not out of the woods.

   

We got off the hook.

   

I want to make sure we get the cream of the crop.

   

We won't settle for anything less than the cream of the crop.

   

The bottom line is we have to make sure we attract and retain the cream of the crop.

   

Unless we compete with the cream of the crop, we can't learn how to get our foot in the door.

   

If you see the cream of the crop on your radar screen, you've got to get him.

   

They have the cream of the crop management team. You're betting on the horse, but you're also betting on the jockey.

   

Top-flight

Leading-edge, top-of-the-line, state-of-the-art

   

There is a fine line between arrogance and self-confidence.

   

Be aware of a fine line between pushing hard enough to make the numbers and being too pushy.

   

There is a fine line between pushing the envelope and bending the rules.

   

Don't cross the fine line between being professional and being a friend to your clients.

   

Look, there is a fine line between building the rapport and talking too long.

   

Financial acumen and astuteness and deceit.

   

If I push too hard and too fast, people will entrench and I won't get anywhere. I sometimes have to walk the fine line between being courageous and being stupid.

   

The best way to get nothing done was for people to sit on the fence.

   

Investors prefer to sit on the fence if the market becomes more volatile.

Take a back seat, sit on the sideline.

   

Here is what I think, What I think is as follows, Let me share with you what I think,

What I am trying to say is this.

   

To my knowledge, To the best of my knowledge.

   

Let's take a step back and think about it, If you take a step back and think about it,

If we stand back and think about it.

   

If my memory serves me correctly, In the back of my memory, As far as I remember,

   

Not off the top of my head, Off the top of my head.

   

We were playing beat-the-clock because the market was changing so quickly.

   

Quality could be compromised if we rush to beat the clock.

   

Burn the midnight oil, work day and night, burn the candle at both ends

Work one's hardest, knock oneself out, sweat blood, work like a dog, work like crazy

   

Raising the bar on productivity is the key to success.

   

To better serve customers, we have to raise the bar and beat the clock at the same time.

   

Once you raise the bar on time-to-market, it's going to be a whole new ball game.

   

A Plan B is to cut our operating costs to a barebone minimum.

   

Running our operation as close to a barebone as possible, we got back on our feet.

   

In these uncertain times, we have to run the company on a barebone budget.

   

We have to learn how to stay the course in bad times with a barebone approach.

   

Starting with a barebone and adding all the bells and whistles later, we made the numbers.

   

Cut everything to a barebones minimum, cut costs to the bone, operate on a barebones budget.

   

Our company and our industry have to hit(fire, operate) on all cylinders to meet this new challenge.

   

   

We are operating on all cylinders. Our company is working together more smoothly and that makes our business more powerful.

   

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