Английский язык для бакалавров

7. Customers, of course, want to receive benefits in all these areas, and you should be aware of how your product or service fulfills the entire range of their needs. However, your primary message must concentrate on one or two of these benefits that most effectively motivate your customers and that stake out a competitive position for your company. You communicate these benefits through every interaction you have with your customers, not just through advertising. Naturally, your company slogan and any words you use in advertisements deliver an over statement to the potential customer. Perhaps the name of the business itself is a direct message, e.g., "One-Hour Photo."

8. Marketing and sales, although closely related, are two different activi-ties. Marketing is designed to increase customer awareness and deliver a message; sales is the direct action taken to solicit and procure customer orders. Thus, marketing includes activities such as advertising, using brochures, and public relations. Whereas, sales encompass telemarketing, sales calls, and direct-mail solicitations.

9. In devising and implementing your marketing strategy, you may wish to use the services of specialists such as marketing consultants, advertising agencies, and public relations advisors. While these professionals can increase the focus and effectiveness of your efforts, you must never relinquish the marketing program entirely to outsiders – it is far too crucial to the definition and success of your business.  

10. Company’s message. Anyone who’s ever seen an ad for Calvin Klein jeans, with an attractive model seductively suggesting, “Nothing comes between me and my Calvin’s,” quickly gets the message, and it has nothing to do with price or durability. This company is selling sex appeal by telling customers, “Wearing Calvin Klein jeans will make you more attractive.”

11. Every business sends a message in its marketing. This message, based on the competitive position the company stakes out for itself, emphasizes particular attributes, such as “low-price leader” or “one-day service.” Or perhaps the message exploits a market niche: “specialists in estate planning” or “software for architects.” Maybe the message is less direct and aimed more at the customer's self-image: “choice of a new generation” or “you deserve a break today.”

12. Power of the indirect message. But indirect messages can leave an even stronger impression with customers. If brochures are cleanly designed and sales representatives conservatively dressed, it says the company is professional and responsible. If the decor features trendy colors and rock music plays in the background, the implication is that the company is youthful and contemporary.

Sometimes, unfortunately, a company sends out mixed messages; for example, nicely dressed salespeople but poorly printed sales material.

 

2 Key vocabulary / expressions

bear [beə(r)] – v нести; держаться; bear the costs нести расходы

critical ['krıtıkәl] – adj. крайне необходимый

direct-mail solicitations [sәֽlısı´teıònz]– почтовые услуги

disseminate [dı'semıneıt]  – v разбрасывать, распространять (информацию)

procure [prә´kjυә] – v обеспечивать; добывать, доставлять, доставать

relinquish [rı'lıŋkwıò] – v отдавать, выпускать из рук

slogan ['sləυgən] – n лозунг, девиз; броская рекламная фраза

 

3 Prepositional phrasal verbs

Translate the sentences keeping in mind that the prepositions after the verbs change their familiar meaning

 

break

1. My car broke down on the way to work.

2. The class is broken down into 5 lessons. They walk users through the rest

    steps.

3. The crowds managed to break through the police barriers.

4. She’s broken up with her boyfriend.

5. He broke off in the middle of his speech.

6. It was hard for him to break into the publishing world.

7. What a pity! The weather has broken.

8. The trip made a pleasant break.

 

4 Read the text. Speak on the problem raised by the practitioner

“The main thing in business is to keep going back and talking to the people who actually use what you are making.  See if what you’re making is truly helpful to your customers.”                   

AL Callewaert, Vice-President, Huntington Bank       

                                                  

5 Explain in English the meaning of the following phrases

low-price leader ___________________________________________________

one-day service ___________________________________________________

loss-leader pricing  _________________________________________________

off-even pricing  ___________________________________________________

 

7 All the words in the box form partnership with the word “market”.

Decide if each word goes before or after the word “market” and enter it in the table.

 

__________ developing ___________ ___________domestic____________ ____________down______________ __________expanding____________ ___________forces_____________ ___________new______________ __________overseas____________ ___________niche_____________ ___________leader_____________ __________shrinking____________

______________place_____________ ______________price_____________ ____________research____________ _____________sector_____________ ______________share_____________ _____________survey____________ ______________up______________ _____________mass_____________ ___________established___________ _____________target_____________

 

6 Watch video on “Developing a Marketing Plan” and answer the questions

1. Why is there no concrete Marketing plan?

2. What must your business be adjusted to?

3. What is considered to be non-controllable aspects?

4. What are the basics of business?

5. Is demographic profile necessary to be mentioned and kept in mind when

    developing marketing section?

6. There is no set formula for Marketing Plan, is there?

 

LESSON 5

1 Read the text

MARKETING TACTICS

In addition to direct marketing methods, you can employ a number of creative strategies to promote your company. These tactics often involve little or no extra cost and can be the source of substantial increased revenues. Various industries have particular marketing tactics, and enterprising entrepreneurs devise unique methods to reach customers. A few important strategies to consider in your marketing approach are described below.

Media Advertising

Advertising works. Customers expect to learn about products and services from ads in newspapers and magazines and on the radio or television. Advertising gets your company’s name and message to a large number of people with relatively little work on your part. But it costs money. Don’t buy ads based merely on the number of people reached; make sure the ad is reaching the right people: your target market. A badly designed and written ad may be worse than no ad at all, so spend the time and money to develop a good one. Run ads repetitively; professionals estimate it takes nine exposures to and before someone even notices it.

Customer-Based Marketing

Often neglected, this is one of the most fruitful types of marketing. Two particularly effective approaches are to emphasize repeat sales by positioning your product or service to be consumed or replaced, and add-on sales, whereby you increase the total revenues per customer through the sale of extra products or services. One of them is point-of-sales promotion used in the shops, supermarkets or markets as advertising. Another approach is point-of-purchase promotion: merchandising displays or other offers presented to customers at time of sale to encourage impulse purchases.

Strategic Partnerships

Identify a related company with which to associate for promotion, sales, or distribution. Ways in which you might use such a partnership include:

• Cooperative Advertising. This type of advertising occurs when two  companies are mentioned in an advertisement and each company pays part of the costs. This is a frequent practice in many industries.
• Licensing. One company may grant permission to another to use its product, name, or trademark. For instance, instead of selling your computer software program directly, you might license it to another software publisher to incorporate in its program.
• Distribution Agreement.  An agreement whereby one company carries another’s product line and distributes another company’s products or services.
• Bundling. This is a relationship between two companies where one company includes another company’s product or services as part of a total package.

 

2 Explain with your own words

• what a customer-based marketing is
• what the abbreviations POP and POS mean in marketing

 

3 Read the definition of the word MARKETING

The origin of this word is the Latin word “mercuri” meaning “to track and barter“. Marketing, therefore, is made up, on the one hand, of such physical activity as transporting, storing, and selling goods, and, on the other hand, of a series of decisions that must be reached by any organization undertaking any part of the process of moving goods from the producer to the customer. It’s also necessary to have “a hot line” for customer inquiries and complaints to facilitate from the market to the producer.

       Now answer the question: what do you think marketing is?

 

4 Business Practices

     4.1 As advertising gets your company’s name and message to a large number of people you should concisely describe the goals, objectives, and underlying principles of your company in the Statement of Mission, or your company’s philosophy. This Mission Statement is usually placed on the backside of a business card. Read and translate the sample of a Mission Statement.

 

     AAA, Inc., is a spunky, imaginative food products and service company aimed at offering high-quality, moderately priced, occasionally unusual foods using only natural ingredients. We view ourselves as partners with our customers, our employees, our community, and our environment. We aim to become a regionally recognized brand name, capitalizing on the sustained interest in Southwestern and Mexican food. Our goal is moderate growth, annual profitability, and maintaining our sense of humor.   

     4.2 Make a Statement of Mission for your own business. Put its annotated 

      version down onto the backside of your business card.

    

     4.3 Try to describe your company’s philosophy in terms of the areas listed

       below

• Range/Nature of products/ services offered____________________________
• Quality________________________________________________________
• Price__________________________________________________________
• Service________________________________________________________
• Overall relationship to customer____________________________________
• Management style/relationship to employees__________________________
• Nature of work environment_______________________________________
• Relationship to rest of industry_____________________________________
• Incorporation of new technology/other new developments________________
• Growth/profitability goals_________________________________________
• Relationship to community/environment/other social goals_______________

 

5 Some additional information from the practitioners. Discuss the topics from the extracts with your group mates. Be Resourceful

 

“Our marketing strategy included a large opening party for neighbors, bankers and insurance providers; limited advertising targeted only to neighborhood publications; menu distribution to all major institutions and employers in the area; and word-of-mouth to friends and local businesses.”

                                         Martha Johnson Owner, Trio Cafe and Suppers Restaurant

 

 “Kaizen is the cornerstone of the company. This is a philosophy of continuous pursuit of improvement. We believe small, continuous improvements create  greater value then anticipating major leaps. We can never stand still. We have a program of employee suggestions and rewards. The challenge to managers is to get a higher percentage of employees making workable suggestions. In Toyota’s plants in Japan, on average, every employee submits a suggestion per month.”

                                         Michael Damer, New United Motor Manufacturing Inc.

  

LESSON 6

1 Read the text

MANAGErial  issues

No matter what you sell,

you're selling your people.

 

1. Your people determine your success. People are the heart of every business and the experience, skills, and personalities of the management team have a greater impact on the long-term fortunes of a company than the product or service provided. Many investors know that and base their investment choices almost entirely on the strength of the people involved in the enterprise. For this reason, investors and lenders are likely to review the management portion of a business plan before they read many other sections and make decision on investment.  They read this section thoroughly, carefully scrutinizing the qualifications of the people behind a business. They look not only to see if the management team has the expertise necessary to run the business, but also if the internal structure makes maximum use of the talents of team members.

2. Most entrepreneurs give serious thought to choosing people for key positions. They may undertake extensive recruitment efforts, often using professional executive search firms, to find just the right person. But all too often, no one gives careful consideration to creating clear lines of organizational responsibility and developing a management style that motivates employees. Even the very best people will only do their best work in a system that encourages, recognizes, and rewards achievement. If you can create such an atmosphere, you can give yourself a true competitive edge.

3. Two main areas in management are, thus, the people who run your business and your own management structure and style. Together, these two thrusts represent the core of your management system. There always exist many questions that a manager should ask him/herself. Some of them are: How to actually run the company? How will decisions be made? What are the lines of authority? What voice do employees have when company policies and goals are set?

4. A company’s organization and management style act as powerful invisible force shaping both the daily working atmosphere and the future of the company. But all too often managers, especially new managers, pay only cursory attention to the development of their structure and style.

5. Formal and informal lines of authority. When examining their organiza-tion, managers usually begin with the formal structure – the official lines of authority. They decide how employees will be supervised and how job functions will be allocated. While clear lines of authority are vital in large organizations, they are equally important in small companies. A frequent source of tension in partnerships is the failure to plainly delineate areas of responsibility and decision-making. Some questions to ask when examining your company’s structure are:

• Should responsibilities be allocated by functional area, product line, or geographic divisions? For example, should all your marketing efforts be assigned to a marketing department, or should each division handle all aspects of a product or service, including marketing?
• Which employees will each manager supervise, and over what functions will each manager have responsibility?
• Will you use a production line or team approach in producing your product or service? Thus, will each worker be responsible for one particular task, or will a group be responsible for many tasks?

Think of a possibility to communicate your management structure through a graphic organizational flow chart.

        6. But every business also has an informal structure which can have at least as much impact on the company and you should look at less formal relationships within your company when undertaking internal planning. When you evaluate your informal organization ask yourself such questions as:

• Which managers have the most impact on decisions?
• Which managers have ready access to the president or members of the Board of Directors?
• Do others effectively translate decisions at the top into action?
• Which subordinates have substantial influence on their superiors?
• Which divisions or groups of employees have the greatest morale

problems? Who do they report to?

Generally, you want to evaluate how authority is distributed and how decisions are made in reality, not just on paper.

2 Key vocabulary / expressions

allocate ['æləֽkeıt] – v размещать, распределять; назначить

cursory ['kз:sәrı] – adj. беглый, поверхностный

delineate [dı'lınıֽeıt] – v устанавливать, очерчивать

hierarchical [ֽhaıә'ra:kıkәl] – adj. иерархический

scrutinize ['skru:tıֽnaız] – v внимательно рассматривать

stuffy – adj неинтересный, скучный; загруженный

thrust – зд. положение; опора

 

3 The ways of word building. Pay attention to the stress. Translate the words

´manage –´manager – ´manageress – mana´gerial –´management –´manageable

 

4 Prepositional phrasal verbs

1. He booked out last night.
2. He is on firm’s books.
3. This building houses the city council.
4. This will barely meet all my expences.
5. He is one of the best minds of our time.
6. Mind your own business!
7. Can you manage another piece of pie?

 

5 Read and answer the questions on the problems raised by the practitioners         

• “The one element that will automatically eliminate a (business) plan from consideration is an inexperienced management team. Execution is 95% of success. So, get experience before you start your own business.”

                                                                          Nancy Glaser, Venture Capitalist

• “Our management structure assumes people care about their jobs and want to belong to an organization that takes pride in what it makes. We demand more from our work force, but the trade-off for the worker is excellent pay and job security. We believe in developing employee potential through: mutual trust and respect; recognizing worth and dignity; developing individual performance; developing team performance; and improving the work environment.”

                                 Michael Damer, New United Motor Manufacturing Inc.

•   “Part of planning is people planning. We want our managers to tell us                      about their people resources. People issues make up one of the largest sections of our business plan. We want to know how people will be used, and how managers are training their people and preparing for succession.”