Here are some explanations about these tips you can use to open a home-based business
Let's look at the first step to open Craft Industry / Home Based Industry:
1) Set up a separate workplace
No matter whether a small room, a part of the garage, or corner living room. The most important thing is to have a space that serves as a workspace. This will provide the necessary space and place to engrave your dreams.
2) Provide the necessary material.
This is essential in the Industrial Handicraft / cottage industry, but one important element was the success of you have easy access to the tools, materials and other resources required. Collect your things close to you will avoid wasting time looking for him, so consider this step as a time management strategy to market Handicraft Products.
3) Determining the parameters of the business.
Days and hours do you work? When marketing the Craft Business? When providing services or products on the client? How do you do with discipline?
4) Balance action with planning.
One of the pitfalls of success that employers often are caught up in action without adequate planning. In other words, it means you are confused between "busy" with "working on important projects."
The best approach is to plan some of your goals and then retreat backwards to create step by step action plan to achieve it. When you have a plan, then it is time to act.
5) Expanding the Network.
One of the fastest ways to develop business Crafts Business is making connections with others. Be sure to share your interests and enthusiasm with others at every opportunity. Let others know who you and what you offer.
Remember, people can not buy if they do not know what you are selling.
6) Present a professional image.
If you want to be treated professionally, give a professional image. Make a different bank account for your business. Put the phone and fax lines that separate. Create professional marketing materials. Always sincere and pleasant when interacting with consumers eg home-based businesses Craft Tins & Cans Used.
Basically, be someone else where people want to do business with you.
7) Extending the business as possible.
Surely, you alone (for now) and probably has a lot of time to handle things in detail for Handicraft Products. Currently you can only do it, but not the future because you will be growing bustle. The best way is setting up automated systems and processes started from scratch, so you can concentrate on the most important activity.
These seven tips will make your business running (and growing) in the right direction
Source : http://id.88db.com/id/Knowledge/Knowledge_Detail.page?kid=20966
Rabu, 31 Maret 2010
Successes (and Some Growing Pains) at Hulu
Successes (and Some Growing Pains) at Hulu
Hulu, the popular and free online video hub, has some things to celebrate as it heads into its third year. The site, a venture of NBC Universal, the News Corporation and the Walt Disney Company, has been profitable for two quarters, Jason Kilar, Hulu’s chief executive, said in an interview on Monday. Hulu has successfully brought online TV into the mainstream. And now it appears set to move beyond standard computer screens with an application for Apple’s iPad, four people briefed on its plans said.
But there are signs of dissatisfaction in Hulu’s house.
It is coming under increasing pressure from the companies that supply its content. They want Hulu to earn more advertising dollars and set up a subscription service, asking consumers to pay a monthly fee to watch at least some of the shows on the site.
Though Hulu has resisted talking about subscriptions in the past and would not discuss details, Mr. Kilar seemed newly sanguine about the possibility of such a service. “Our mission is to help people discover the world’s premium content, and we believe that subscriptions can help to unlock some of that, including sports and movies and premium cable shows,” he said. “We’re certainly open to subscriptions as a complement to an ad-supported model.”
People briefed on Hulu’s plan believe it may test the subscription approach with its iPad app. They could not say when such an application might be available.
Mr. Kilar declined to talk about any future Hulu products, but he waxed enthusiastic about the coming wave of ultra-portable tablet computers like the iPad.
“Typically media consumption in the house was confined to the living room or home office,” he said. Tablets, he added, “allow consumers to serendipitously discover and consume media in every room of the house.”
Hulu’s 200 content suppliers, some big and some small, receive 50 to 70 percent of the advertising revenue Hulu generates from their videos. Some of the media companies complain privately about the paltry checks they have received through these deals, even as use of the site has grown. Monthly video streams on Hulu have more than tripled in a year, to 903 million in January, according to ComScore.
One major supplier, Viacom, withdrew its programming from the site after failing to reach a deal on revenue sharing, depriving Hulu visitors of popular Comedy Central shows like “The Daily Show with Jon Stewart” and “The Colbert Report.”
Mr. Kilar points to his company’s new profitability as evidence of the success of Hulu’s business model — collecting various types of video in one place and making it free, supported by ads. Revenue topped $100 million in 2009 and could reach that number this year by early summer, he said.
“Aggregation works for consumers,” he said. “It makes it easier to find and discover and enjoy premium content, and it works for advertisers, because with that aggregation you get greater reach.”
The concerns of the partners about revenue are clearly limiting Hulu’s ability to bring its service to other devices, and to satisfy all three of its sometimes conflicting constituencies: video-happy consumers, the content companies and advertisers.
Many consumers, for instance, would like to see Hulu available in their living rooms, where they now have HDTVs, video game consoles and Blu-ray players that connect to the Internet. But Hulu has blocked services like Boxee that try to bring Hulu to TV screens, because that would siphon away viewers from cable and satellite subscriptions, a steady revenue source for media companies.
Hulu, based in Santa Monica, Calif., has also failed so far to deliver an application for the iPhone, although consumers have been clamoring for that too, and such an app has been rumored for a year. Mr. Kilar explained the absence of Hulu mobile apps by saying he has focused on the core Web business.
To get permission to move content onto other platforms “takes a lot of wrangling,” said a Hulu employee who requested anonymity because the company did not authorize him to speak on behalf of the site. The employee said it was “like trying to pass the health care bill.”
Avner Ronen, Boxee’s chief executive, said Hulu would have to find new sources of revenue before it has the freedom to move onto other devices.
“A one-size-fits-all business model is very difficult to pull off,” Mr. Ronen said. “Media companies are much more savvy now about those deals. Everyone realizes now that free ad-supported content is not the exclusive model of the future; it’s just one part of it.”
On every platform, Hulu is only as good as its so-called windows for television and movie content — that is, the periods of time it must wait before it can stream programs after they have been shown on television. Viewers may find themselves waiting longer to watch for free.
Mr. Kilar acknowledged that Hulu had not done enough to explain windowing issues to its users in the past, and he cited the FX sitcom “It’s Always Sunny in Philadelphia” as an example of the tough spot Hulu finds itself in. The first window for “Sunny” is on cable television, which relies on subscriber revenue. Later windows include online streaming, DVDs and syndication. Hulu shows only five rotating episodes from past seasons of “Sunny” at any given time.
If Hulu can extract more ad revenue for an hour of viewing, the FX’s of the world may upload more shows onto the Web site. Already some of Hulu’s commercial breaks are a bit longer than they used to be, and some of its partners are eager to further increase the number of ads shown in an hour, but Mr. Kilar still believes that “less is more,” and he cites studies of the effectiveness of Hulu’s ads as evidence.
If consumers embrace a subscription service and an iPad app, it could make the company’s family gatherings a little less rancorous. But because of the continuing shifts in the media business, Hulu’s problems are unlikely to vanish entirely. Later this year, regulators willing, NBC’s stake in Hulu will transfer to its new parent, the cable giant Comcast — one of the very companies that is seeking to preserve the TV subscription model.
Source : By BRIAN STELTER and BRAD STONE, www.nytimes.com
Hulu, the popular and free online video hub, has some things to celebrate as it heads into its third year. The site, a venture of NBC Universal, the News Corporation and the Walt Disney Company, has been profitable for two quarters, Jason Kilar, Hulu’s chief executive, said in an interview on Monday. Hulu has successfully brought online TV into the mainstream. And now it appears set to move beyond standard computer screens with an application for Apple’s iPad, four people briefed on its plans said.
But there are signs of dissatisfaction in Hulu’s house.
It is coming under increasing pressure from the companies that supply its content. They want Hulu to earn more advertising dollars and set up a subscription service, asking consumers to pay a monthly fee to watch at least some of the shows on the site.
Though Hulu has resisted talking about subscriptions in the past and would not discuss details, Mr. Kilar seemed newly sanguine about the possibility of such a service. “Our mission is to help people discover the world’s premium content, and we believe that subscriptions can help to unlock some of that, including sports and movies and premium cable shows,” he said. “We’re certainly open to subscriptions as a complement to an ad-supported model.”
People briefed on Hulu’s plan believe it may test the subscription approach with its iPad app. They could not say when such an application might be available.
Mr. Kilar declined to talk about any future Hulu products, but he waxed enthusiastic about the coming wave of ultra-portable tablet computers like the iPad.
“Typically media consumption in the house was confined to the living room or home office,” he said. Tablets, he added, “allow consumers to serendipitously discover and consume media in every room of the house.”
Hulu’s 200 content suppliers, some big and some small, receive 50 to 70 percent of the advertising revenue Hulu generates from their videos. Some of the media companies complain privately about the paltry checks they have received through these deals, even as use of the site has grown. Monthly video streams on Hulu have more than tripled in a year, to 903 million in January, according to ComScore.
One major supplier, Viacom, withdrew its programming from the site after failing to reach a deal on revenue sharing, depriving Hulu visitors of popular Comedy Central shows like “The Daily Show with Jon Stewart” and “The Colbert Report.”
Mr. Kilar points to his company’s new profitability as evidence of the success of Hulu’s business model — collecting various types of video in one place and making it free, supported by ads. Revenue topped $100 million in 2009 and could reach that number this year by early summer, he said.
“Aggregation works for consumers,” he said. “It makes it easier to find and discover and enjoy premium content, and it works for advertisers, because with that aggregation you get greater reach.”
The concerns of the partners about revenue are clearly limiting Hulu’s ability to bring its service to other devices, and to satisfy all three of its sometimes conflicting constituencies: video-happy consumers, the content companies and advertisers.
Many consumers, for instance, would like to see Hulu available in their living rooms, where they now have HDTVs, video game consoles and Blu-ray players that connect to the Internet. But Hulu has blocked services like Boxee that try to bring Hulu to TV screens, because that would siphon away viewers from cable and satellite subscriptions, a steady revenue source for media companies.
Hulu, based in Santa Monica, Calif., has also failed so far to deliver an application for the iPhone, although consumers have been clamoring for that too, and such an app has been rumored for a year. Mr. Kilar explained the absence of Hulu mobile apps by saying he has focused on the core Web business.
To get permission to move content onto other platforms “takes a lot of wrangling,” said a Hulu employee who requested anonymity because the company did not authorize him to speak on behalf of the site. The employee said it was “like trying to pass the health care bill.”
Avner Ronen, Boxee’s chief executive, said Hulu would have to find new sources of revenue before it has the freedom to move onto other devices.
“A one-size-fits-all business model is very difficult to pull off,” Mr. Ronen said. “Media companies are much more savvy now about those deals. Everyone realizes now that free ad-supported content is not the exclusive model of the future; it’s just one part of it.”
On every platform, Hulu is only as good as its so-called windows for television and movie content — that is, the periods of time it must wait before it can stream programs after they have been shown on television. Viewers may find themselves waiting longer to watch for free.
Mr. Kilar acknowledged that Hulu had not done enough to explain windowing issues to its users in the past, and he cited the FX sitcom “It’s Always Sunny in Philadelphia” as an example of the tough spot Hulu finds itself in. The first window for “Sunny” is on cable television, which relies on subscriber revenue. Later windows include online streaming, DVDs and syndication. Hulu shows only five rotating episodes from past seasons of “Sunny” at any given time.
If Hulu can extract more ad revenue for an hour of viewing, the FX’s of the world may upload more shows onto the Web site. Already some of Hulu’s commercial breaks are a bit longer than they used to be, and some of its partners are eager to further increase the number of ads shown in an hour, but Mr. Kilar still believes that “less is more,” and he cites studies of the effectiveness of Hulu’s ads as evidence.
If consumers embrace a subscription service and an iPad app, it could make the company’s family gatherings a little less rancorous. But because of the continuing shifts in the media business, Hulu’s problems are unlikely to vanish entirely. Later this year, regulators willing, NBC’s stake in Hulu will transfer to its new parent, the cable giant Comcast — one of the very companies that is seeking to preserve the TV subscription model.
Source : By BRIAN STELTER and BRAD STONE, www.nytimes.com
The People's Marketing
Why more marketers are daring to let customers take charge of their advertising
What does it take to be a marketing expert? If expertise is all about familiarity, then just about everybody in America qualifies: We're all so inundated with marketing images that it's only natural that we all figure we understand the language, the rules, the way it's done. This idea has lately been taken to its logical extreme: Why not cut out the middleman and just let target customers make their own ads? Examples of what could be thought of as "the people's marketing" have been cropping up all over the place:
* Mercedes-Benz has been running ads featuring photographs of customers with their cars -- the automaker received more than 1,000 snapshots when it solicited submissions earlier this year.
* KFC held a contest last year asking its customers to devise commercials for the chicken chain and ran the winning spot nationwide during prime time. More recently, Coors Light had a similar contest in Canada.
* The magazine Look-Look, put together by the well-known Los Angeles trend-spotting firm of the same name, is made up entirely of contributions by amateur artists and only accepts advertising from sponsors, such as Virgin Mobile and Pepsi, who are willing to let members of that same contributor base design their ads.
* In perhaps the best-known case of this, the political organization MoveOn.org organized a contest that solicited anti-Bush TV ads from its user community. Not only was the response enormous, but the quality of many entries was surprisingly polished.
As was the case with MoveOn.org, some of these ad-making contests are clearly geared toward people who are trying to break into the marketing business. The Coors contest, for example, was aimed at film school students. But that does not fully explain what some experts see going on here -- or what it might mean for owners of brands large and small. More companies, it seems, are letting their most loyal customers dabble with creating and defining their brands. And even more surprising, perhaps, is that many companies' loyal consumers are eager to get in on the branding game.
What's driving this? As the CEO of ad giant Saatchi & Saatchi, Kevin Roberts is in a position to know a great deal about the relationship between consumers and the brands they choose, and he has recently published a book about where he sees that relationship heading. In Lovemarks: The Future Beyond Brands, Roberts argues that the best brands "are not owned by the manufacturers, the producers, the businesses." Rather, "they are owned by the people who love them." A related website, Lovemarks, is jammed with postings from people evangelizing for the products and services they love, from Lego to Post-it Notes.
Another take on the people's marketing notion is in the forthcoming book Brand Hijack by Alex Wipperfurth, co-founder of San Francisco marketing firm Plan B. Wipperfurth, whose clients have included Napster and Pabst Blue Ribbon, believes that companies need to embrace brand "cocreation." By that, he means that marketers should invite consumer subcultures to help shape a brand's ideology, use, and persona.
"The real hook is to have everybody selling their experience as consumers."
The West Coast In-N-Out Burger chain has done this exceptionally well, Wipperfurth says, by developing a "secret menu," designed via customer suggestions, whose offerings are not on the official menu but are on the cash registers at its outlets. The accommodation helps create a kind of insider club, letting its members think about and discuss the brand in their own unique, unfiltered way.
Also extending this concept is Obtainium.tv, a Boston-based start-up that is basically a side project for 34-year-old Owen Mack, who has a graphic design background and runs a family kitchenware store, and his 32-year-old cousin Jesse Buckley, who works for a TV postproduction house and makes documentary films.
Motivated partly by their disgust for overbearing corporate marketing, the pair made a series of half-minute digital videos highlighting some of their favorite products -- Puma sneakers and Schlitz and Pabst beer -- and posted them at www.obtainium.tv. The concept evolved as they came to believe that there were more people like them, who had pent-up desire to promote the brands they love. "The real hook," Buckley says, "is to have this kind of peer-to-peer advertising, where everybody is selling their experience as consumers."
So far, Obtainium.tv is essentially a group of online forums featuring Blair Witch-style ads. You'll find nothing that would spark job offers from Madison Avenue, but in a sense that's the whole point -- not to join the ranks of ad auteurs but to give examples of (and encourage) what anybody can do with today's widely accessible technologies. "They're not ads," Mack says. "They're conversations about brands, in 30-second bits."
So far, the pros whose brands have been adopted by Obtainium have been fairly supportive. Pabst may link its website to an Obtainium microsite, for example. The experiment makes sense for the beer, says Pabst brand manager Neal Stewart, because its recent resurgence was basically the result of a grassroots consumer phenomenon.
It's unclear whether there's a real business here (payment for that Pabst deal is in the form of free cases of beer), but the bigger question for the rest of us is whether its founders have correctly discerned that we're at a cultural moment where marketing is democratized. And if we are, does that mean that some companies will be able to get customers to produce good advertising for them for free?
The Obtainium founders see the concept as inherently scalable: It doesn't have to be, as with MoveOn, about something as critical as the leadership of the free world. It can work for a big national brand or an intensely local one -- the catch being that you have to give up a fair amount of control. "If you're going to let them participate, you have to let them participate on their own terms," Wipperfurth warns. According to Buckley, those boil down to this: "It's not necessarily being passionate about the brand. It's being passionate about your life, and the products you choose to incorporate in your life."
Follow Inc. magazine at @incmagazine
Why more marketers are daring to let customers take charge of their advertising
What does it take to be a marketing expert? If expertise is all about familiarity, then just about everybody in America qualifies: We're all so inundated with marketing images that it's only natural that we all figure we understand the language, the rules, the way it's done. This idea has lately been taken to its logical extreme: Why not cut out the middleman and just let target customers make their own ads? Examples of what could be thought of as "the people's marketing" have been cropping up all over the place:
* Mercedes-Benz has been running ads featuring photographs of customers with their cars -- the automaker received more than 1,000 snapshots when it solicited submissions earlier this year.
* KFC held a contest last year asking its customers to devise commercials for the chicken chain and ran the winning spot nationwide during prime time. More recently, Coors Light had a similar contest in Canada.
* The magazine Look-Look, put together by the well-known Los Angeles trend-spotting firm of the same name, is made up entirely of contributions by amateur artists and only accepts advertising from sponsors, such as Virgin Mobile and Pepsi, who are willing to let members of that same contributor base design their ads.
* In perhaps the best-known case of this, the political organization MoveOn.org organized a contest that solicited anti-Bush TV ads from its user community. Not only was the response enormous, but the quality of many entries was surprisingly polished.
As was the case with MoveOn.org, some of these ad-making contests are clearly geared toward people who are trying to break into the marketing business. The Coors contest, for example, was aimed at film school students. But that does not fully explain what some experts see going on here -- or what it might mean for owners of brands large and small. More companies, it seems, are letting their most loyal customers dabble with creating and defining their brands. And even more surprising, perhaps, is that many companies' loyal consumers are eager to get in on the branding game.
What's driving this? As the CEO of ad giant Saatchi & Saatchi, Kevin Roberts is in a position to know a great deal about the relationship between consumers and the brands they choose, and he has recently published a book about where he sees that relationship heading. In Lovemarks: The Future Beyond Brands, Roberts argues that the best brands "are not owned by the manufacturers, the producers, the businesses." Rather, "they are owned by the people who love them." A related website, Lovemarks, is jammed with postings from people evangelizing for the products and services they love, from Lego to Post-it Notes.
Another take on the people's marketing notion is in the forthcoming book Brand Hijack by Alex Wipperfurth, co-founder of San Francisco marketing firm Plan B. Wipperfurth, whose clients have included Napster and Pabst Blue Ribbon, believes that companies need to embrace brand "cocreation." By that, he means that marketers should invite consumer subcultures to help shape a brand's ideology, use, and persona.
"The real hook is to have everybody selling their experience as consumers."
The West Coast In-N-Out Burger chain has done this exceptionally well, Wipperfurth says, by developing a "secret menu," designed via customer suggestions, whose offerings are not on the official menu but are on the cash registers at its outlets. The accommodation helps create a kind of insider club, letting its members think about and discuss the brand in their own unique, unfiltered way.
Also extending this concept is Obtainium.tv, a Boston-based start-up that is basically a side project for 34-year-old Owen Mack, who has a graphic design background and runs a family kitchenware store, and his 32-year-old cousin Jesse Buckley, who works for a TV postproduction house and makes documentary films.
Motivated partly by their disgust for overbearing corporate marketing, the pair made a series of half-minute digital videos highlighting some of their favorite products -- Puma sneakers and Schlitz and Pabst beer -- and posted them at www.obtainium.tv. The concept evolved as they came to believe that there were more people like them, who had pent-up desire to promote the brands they love. "The real hook," Buckley says, "is to have this kind of peer-to-peer advertising, where everybody is selling their experience as consumers."
So far, Obtainium.tv is essentially a group of online forums featuring Blair Witch-style ads. You'll find nothing that would spark job offers from Madison Avenue, but in a sense that's the whole point -- not to join the ranks of ad auteurs but to give examples of (and encourage) what anybody can do with today's widely accessible technologies. "They're not ads," Mack says. "They're conversations about brands, in 30-second bits."
So far, the pros whose brands have been adopted by Obtainium have been fairly supportive. Pabst may link its website to an Obtainium microsite, for example. The experiment makes sense for the beer, says Pabst brand manager Neal Stewart, because its recent resurgence was basically the result of a grassroots consumer phenomenon.
It's unclear whether there's a real business here (payment for that Pabst deal is in the form of free cases of beer), but the bigger question for the rest of us is whether its founders have correctly discerned that we're at a cultural moment where marketing is democratized. And if we are, does that mean that some companies will be able to get customers to produce good advertising for them for free?
The Obtainium founders see the concept as inherently scalable: It doesn't have to be, as with MoveOn, about something as critical as the leadership of the free world. It can work for a big national brand or an intensely local one -- the catch being that you have to give up a fair amount of control. "If you're going to let them participate, you have to let them participate on their own terms," Wipperfurth warns. According to Buckley, those boil down to this: "It's not necessarily being passionate about the brand. It's being passionate about your life, and the products you choose to incorporate in your life."
Follow Inc. magazine at @incmagazine
How to Keep Score in Public
Popular video games like Golden Tee and Big Buck Hunter have made Incredible Technologies a $60 million success in a once dormant industry. For Don Pesceone, the vice president of sales, the trick is to keep his field reps from becoming complacent. Fortunately, he didn't have to look much beyond his own consoles for a great strategy. Borrowing an idea from tournament scoreboards, Pesceone began posting "player stats"--an update of each rep's sales numbers--on a daily basis.
Each afternoon, Pesceone distributes the stats to his advisory board and customer service departments. "Nobody wants to be on the bottom of that list," he says. Meanwhile, those who top the charts appreciate the kudos. The company's CEO, Elaine Hodgson, will often write notes to them. She also regularly congratulates reps when their numbers improve noticeably.
Since implementing this strategy, Pesceone says, "our lowest performer moved from nearly the bottom to the top, and everybody is falling within 4% of their per-territory saturation targets, versus 15% to 20% of those goals previously."
Pesceone also happily reports that the player stats have spawned a series of side bets (for Cubs tickets or a bottle of Jack Daniels) over who can meet a quarterly goal first, or who achieves a personal best.
Follow Inc. magazine at @incmagazine, By: Lora Kolodny
Popular video games like Golden Tee and Big Buck Hunter have made Incredible Technologies a $60 million success in a once dormant industry. For Don Pesceone, the vice president of sales, the trick is to keep his field reps from becoming complacent. Fortunately, he didn't have to look much beyond his own consoles for a great strategy. Borrowing an idea from tournament scoreboards, Pesceone began posting "player stats"--an update of each rep's sales numbers--on a daily basis.
Each afternoon, Pesceone distributes the stats to his advisory board and customer service departments. "Nobody wants to be on the bottom of that list," he says. Meanwhile, those who top the charts appreciate the kudos. The company's CEO, Elaine Hodgson, will often write notes to them. She also regularly congratulates reps when their numbers improve noticeably.
Since implementing this strategy, Pesceone says, "our lowest performer moved from nearly the bottom to the top, and everybody is falling within 4% of their per-territory saturation targets, versus 15% to 20% of those goals previously."
Pesceone also happily reports that the player stats have spawned a series of side bets (for Cubs tickets or a bottle of Jack Daniels) over who can meet a quarterly goal first, or who achieves a personal best.
Follow Inc. magazine at @incmagazine, By: Lora Kolodny
Verb as Complements
Exercise 13 : Verb as Complement
1. The Teacher decided to accept the paper
2. They appreciate to have this information
3. His father doesn’t approve of his going to Europe
4. We Found it very difficult to reach a decision
5. Donna is interested in opening a bar
6. George has no intention of leaving the city now
7. We are eager to return to school in the fall
8. You would be better off to buy this car
9. She refused to accept the gift
10. Mary regrets to be the one to have to tell him
Arti Kalimat dalam Bahasa Indonesia :
1. Guru memutuskan untuk menerima kertas
2. Mereka menghargai untuk memiliki informasi ini
3. Ayahnya tidak menyetujui kepergiannya ke Eropa
4. Ditemukan Kami sangat sulit untuk mencapai keputusan
5. Donna yang tertarik untuk membuka sebuah bar
6. George tidak berniat meninggalkan kota sekarang
7. Kami sangat ingin kembali ke sekolah di musim gugur
8. Anda akan lebih baik untuk membeli mobil ini
9. Dia menolak untuk menerima hadiah
10. Maria menyesal untuk menjadi orang yang harus memberitahu dia
1. The Teacher decided to accept the paper
2. They appreciate to have this information
3. His father doesn’t approve of his going to Europe
4. We Found it very difficult to reach a decision
5. Donna is interested in opening a bar
6. George has no intention of leaving the city now
7. We are eager to return to school in the fall
8. You would be better off to buy this car
9. She refused to accept the gift
10. Mary regrets to be the one to have to tell him
Arti Kalimat dalam Bahasa Indonesia :
1. Guru memutuskan untuk menerima kertas
2. Mereka menghargai untuk memiliki informasi ini
3. Ayahnya tidak menyetujui kepergiannya ke Eropa
4. Ditemukan Kami sangat sulit untuk mencapai keputusan
5. Donna yang tertarik untuk membuka sebuah bar
6. George tidak berniat meninggalkan kota sekarang
7. Kami sangat ingin kembali ke sekolah di musim gugur
8. Anda akan lebih baik untuk membeli mobil ini
9. Dia menolak untuk menerima hadiah
10. Maria menyesal untuk menjadi orang yang harus memberitahu dia
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