雅思口說第二部分和第三部分：Describe a person you know who did something difficult and was successful

I think besides making money, companies should care about their customers and reputation. If people trust a company they will buy more and talk about it to others. It's also good when companies treat staff well because happy workers do better work.

Apart from profit, long-term sustainability and employee welfare are crucial. A company that invests in staff training and builds a reliable brand will usually survive downturns better. For example, firms that keep customers happy and reduce staff turnover often save money in the long run.

Beyond immediate profits, I’d argue that delivering stakeholder value — including employees, customers and the wider community — is vital for durable success. Firms that cultivate a strong corporate culture and prioritise ethical conduct and sustainability tend to be more resilient and attract talent and loyal customers. In practice, that might mean reinvesting earnings in innovation or staff development rather than paying out all profits as dividends.

No, it's not easy to start a company. You need money, paperwork and customers. Many people work very long hours at the start and it can be stressful.

Starting up isn't straightforward, though it depends on the sector. Some businesses, like online shops, need less capital to begin, while manufacturing needs more equipment and premises. Access to seed funding, a clear business plan and a support network such as an incubator can make a big difference.

Launching a company is rarely straightforward: barriers to entry, regulatory requirements and the need to establish product-market fit are common obstacles. However, an entrepreneur with a minimum viable product, clear value proposition and access to appropriate funding and mentorship has a much better chance. The ease of starting up also varies by industry and local ecosystem — some cities offer strong support structures that significantly lower the friction for new firms.

In China, I think internet companies and manufacturing often do well. People buy a lot online and factories are strong. Also services like restaurants in big cities can succeed.

Companies in e-commerce, digital services and renewable energy are currently well placed in China. The large domestic market and rapid urbanisation mean consumer-facing tech and healthcare services can scale fast. Additionally, government support for green industries has opened up opportunities in electric vehicles and solar.

China’s strengths favour sectors such as digital commerce, advanced manufacturing, clean energy technologies and healthcare services. The combination of a huge domestic market, sophisticated digital payment and logistics infrastructure, and state policy encouraging strategic industries gives firms in these areas an advantage. That said, success still depends on local competition, regulatory compliance and the ability to innovate rather than simply replicate.

Yes, it's difficult to do business today. There is a lot of competition and costs are high. Problems like the pandemic made things harder for many companies.

Doing business today is challenging because of global competition, supply chain disruption and fast-moving technology. Companies must adapt to changing customer habits, comply with more regulations and invest in digital tools. Those that can be agile and innovate tend to survive better.

Contemporary business operates in a highly volatile environment: geopolitical tensions, rapid technological change and heightened ESG expectations create both risk and complexity. Firms need robust risk management, flexible supply chains and continuous innovation to thrive. In short, it's harder in some respects than before, but those that develop organisational agility and strategic foresight can turn disruption into opportunity.

Companies can protect the environment by recycling and using less energy. They can also avoid wasting materials and try to use reusable packaging. These things help in small ways.

Companies can reduce their environmental impact by cutting waste, improving energy efficiency and choosing greener suppliers. Adopting a circular approach — repairing, reusing and recycling — and investing in renewable energy for factories are practical steps. For example, switching to LED lighting and remote meetings cuts emissions and costs.

Businesses can make a meaningful environmental contribution through lifecycle thinking, green procurement and internal measures such as carbon accounting and an internal carbon price. Beyond operational changes they should engage supply chains, design products for longevity and transparently report progress. Strategic investment in low-carbon technologies and collaborating on industry-wide initiatives can drive systemic change.

No, I don't think money is the same as success. Money helps but things like health, family and hobbies are important too. Some people with lots of money are not happy.

Money can be a sign of success but it's not the whole picture. Many people measure success by fulfilment, relationships or impact on others rather than wealth alone. For instance, teachers or carers often feel successful because of the difference they make, even if they earn less.

Money is a resource that can enable certain dimensions of success, but it shouldn't be equated with achievement in itself. True success is multifaceted — encompassing personal fulfilment, contribution to others and a sense of purpose — and often depends on intrinsic goals rather than purely financial ones. In short, financial security matters, but it is only one element of a wider, more meaningful definition of success.