Контрольная работа по "Английскому языку"

The Four Ps

PRODUCT = the goods or the service that you are marketing. A product is not just a collection of components. A total product includes the image of the product, its design, quality and reliability – as well as its features and benefits. Products have a life cycle, and companies are continually developing new products to replace products whose sales are declining.

PRICE = making it easy for the customer to buy the product. Pricing takes account of the value of a product and its quality, the ability of the customer to pay, the volume of sales required, and the prices charged by the competition. Too low price can reduce the number of sales just as significantly as too high a price. A low price may increase sales but not as profitably as fixing a high, yet still popular price.

PLACE = getting the product to the customer. Decisions have to be made about the channels of distribution and delivery arrangements.

PROMOTION = presenting a product to a customer. Promotion involves the packaging and presentation of the product, its image, the product’s brand name, advertising and slogans, brochures and price-lists, publicity and personal selling. Every product must possess a “unique selling proposition” (USP) – the features and benefits that make it unlike any other product in its market.

Marketing affects every aspect of a company’s operation. Everyone who works for a company must “think marketing” To think marketing we must have a clear idea of what the customers need, what the customers want, what causes them to buy and what product is to the customer: its functional, technical and economic aspects as well as the aesthetic, emotional and psychological aspects. We must be aware of our firm’s strengths and weaknesses as well as the opportunities and threats we face in the market (“S.W.O.T.”).

1. What does marketing influence and control? 2. Tell me about the marketing concept. 3. What are the four Ps of marketing? 4. What does a total product include? 5. What does pricing take account of?       6. What does promotion involve? 7. What is a “unique selling proposition”? 8. What is the meaning of the phrase “to think marketing”? 9. Who must “think marketing”? 10. Explain the meaning of the abbreviation “S.W.O.T”.

Текст для специальности 061100 «Менеджмент»

The International Manager

Since the 1980s there has been a trend for large companies to think globally: producing goods or delivering services and selling them, all over the world. And when companies operate at international level they need international managers. What is an international manager and is such a person easy to find?

Soft skills. According to a recent survey, the top characteristics of an international manager include many soft skills, such as the ability to work in international teams, adaptability to new situations, sensitivity to different cultures (and awareness of own cultural background), and relational skills. The manager should be self-reliant and have an open, non-judgmental personality.

Another important characteristic is strategic awareness: the manager should have a global view of his or her contribution at work. In other words, the manager should think "world" and not see work responsibilities and needs solely from the perspective of his or her own national background. An international manager must become quickly involved in matters affecting several countries. For example, he or she must be sensitive to, and aware of, the market requirements of a wide range of countries right from the start.

The current position. A recent survey of EU companies reported that the proportion of managers with international experience ranges from about 1% in some UK companies to 80% in one Swiss company. In many firms, only 5-10% of managers are likely to have international experience.

Companies are beginning to recognize that they do not have enough high-quality people for their international activities. They often have problems releasing experienced people from existing operations in order to resource and lead new international ventures. Indeed, there are signs that a shortage of internationally-skilled people may be an important constraint on firms' global ambitions.

Development. How can a company develop international managers with international skills and perspectives? The only way is through direct international experience either by participating in international task forces or, more importantly, by working and living abroad. Such experiences open people's minds to the fact that things are done differently elsewhere and encourage them to think in a wider context.

Developing the international company's management resource is a demanding exercise. Should there be an elite group of managers given international experience as part of their grooming for top jobs? Or should the international experience be offered to a wider group of managers who are already the backbone of a company? Should the company favour local managers over expatriates? Can the cost be justified? If a company answers "yes" to the last question, considerable resources and effort must be spent in preparing managers for international assignments. Language training, overseas visits, in-house management courses and general management training at business schools are all important parts of this process.

1.What has been a trend for large companies since the 1980s?  2. When do companies need international managers? 3. What is an international manager and is such a person easy to find? 4. What skills do the top characteristics of an international manager include? 5. What is strategic awareness? 6. What is the proportion of managers with international experience in EU companies? 7. What is an important constraint on firm’s global ambitions? 8. How can a company develop international managers with international skills and perspectives? 9. Is developing the international company’s management resource a demanding exercise? 10. What should be done to prepare managers for international assignments?

1.                             Since the 1980s there has been a trend for large companies to think globally: producing goods or delivering services and selling them, all over the world.

2.                             When companies operate at international level they need international managers.

3.                             International managers are difficult to find.

4.                             The top characteristics of an international manager include many soft skills, such as the ability to work in international teams, adaptability to new situations, sensitivity to different cultures (and awareness of own cultural background), and relational skills. The manager should be self-reliant and have an open, non-judgmental personality.

5.                             The manager should have a global view of his or her contribution at work. In other words, the manager should think "world" and not see work responsibilities and needs solely from the perspective of his or her own national background. An international manager must become quickly involved in matters affecting several countries. For example, he or she must be sensitive to, and aware of, the market requirements of a wide range of countries right from the start.

6.                             A recent survey of EU companies reported that the proportion of managers with international experience ranges from about 1% in some UK companies to 80% in one Swiss company.

7.                             There are signs that a shortage of internationally-skilled people may be an important constraint on firms' global ambitions.

8.                             The only way is through direct international experience either by participating in international task forces or, more importantly, by working and living abroad. Such experiences open people's minds to the fact that things are done differently elsewhere and encourage them to think in a wider context.

9.                             Developing the international company's management resource is a demanding exercise.

10.                         Should there be an elite group of managers given international experience as part of their grooming for top jobs? The international experience should be offered to a wider group of managers who are already the backbone of a company. The company should favour local managers over expatriates.

Международный менеджер.

С 1980-х годов у многих крупных компаний появилось тенденция думать глобально. Продавать товары и предлагать услуги по всему миру. Когда компании выходят на международный уровень, им соответственно нужны международные менеджеры. Кто такой международный менеджер и легко ли его найти?

Различные качества: Согласно последним исследованию главные характеристики международного менеджера включают множество качеств, таких как способность работать в международной команде ,адаптация к новым ситуациям, преемственность к другим культур(осознание каждой культурной традиции),навыки общения, менеджер должен быть уверенным в своих целях и уметь не критиковать.

Другие важные характеристики, это стратегическая осведомленность менеджер должен иметь глобальные виды на его или ее вклад в работу. Другими словами, менеджер должен думать об всем мире, а не только о своих  интересах. Международный менеджер должен моментально включаться в во влияние на другие страны. Например, он или она должен быть разумным осведомленным о потребностях рынка разных стран с самого начала.

Текущая позиция : недавние исследования показали, что пропорция таких менеджеров с международным опытом варьируется от 1 % в Британии до 80%. В шведских компаниях в некоторых фирмах, только 5-10 процентов менеджеров имеют международный опыт.

Компании начинают осознавать, что они имеют недостаточное количество  высококвалифицированных людей для их международных действий. Они часто имеют проблему с начинания новых рискованных международных компаний. Действительно, есть показатели малого числа международно-квалифицированных людей, которые могут быть давлением для действия международных фирм.

Развитие: Как компания может увеличить число менеджеров  с международными навыками? Единственный выход-это участие менеджеров в международных заданиях или поездки за границу. Такой опыт может раскрыть обзор менеджера и побудить его думать шире.

Развитее ресурса международных менеджеров это требующаяся цель. Должна ли быть элитная группа менеджеров, дающая международный опыт, как способ подготовки к карьере? Или международный опыт должен быть предложен всем менеджерам, составляющих основу компании. Должна ли компания давать благосклонность таким «эмигрантам»? Цена стоит потраченных сил? (игра стоит свеч).

Если компания  отвечает «да» на последний вопрос, должны быть потрачены усилия на подготовку международным менеджеров. Языковые тренинги, заграничные визиты, внутренние курсы - важные аспекты такой подготовки.

Текст для специальности 060500 «Бухгалтерский учет и аудит»

Making the Change to International Accounting Standards

Global companies need to present their performance in a way that is easily understood by the competitive global markets.

Companies with global ambitions need to be heard and understood globally. Companies making the change to International Accounting Standards (IAS) are choosing a leading global financial reporting framework. IAS helps them to access the world’s capital markets and position themselves to be principal players in the global marketplace.

The changing financial reporting environment. Financial reporting reaches a wider audience than ever before, an audience that demands relevance, transparency and credibility in financial reporting. Some of the significant factors influencing the financial reporting environment include:

Investor demand. Growth in cross-border investment over the last twenty years is creating demand for high-quality, uniform financial reporting. Investment decisions are made primarily using publicly available information. Credible and transparent financial reporting is therefore critical to the effectiveness of the capital markets.

Technology. The barriers of physical distance are falling, driven down by cheaper yet more powerful computing, together with dramatic telecommunications improvements. Unclear or unreliable information draws a swift and punishing response from the investment community.

Globalisation. The world’s industries and economies are undergoing a radical transformation, with the pace of change accelerating. Major industries are converging and global leaders are emerging. Financial resources move swiftly and readily across borders, replacing isolated national economies with a new global economy.

Global Benchmarking. Investors look at the financial information of a company’s competitors too, whether based in the same country or in other parts of the world. Financial reporting that is not easily understood by global users is unlikely to bring new business or capital to a company.

Consumer demand. Consumers of financial information can increasingly ignore national boundaries, thanks to the benefits of technology. Clear information on a company’s performance, financial or other, is necessary for customers’ purchasing decisions. Demand for clarity comes not just from customers: employees, suppliers and other stakeholders are consumers of financial reporting too.

Investors and consumers demand world class financial reporting. Changing to IAS can deliver enhanced investor confidence and finance raising capabilities, improved comparability with your peers and consistent financial information to effectively manage your business.

              1. In what way should global companies present their performance? 2. Why do companies with global ambitions make the change to IAS? 3. What is the result of the changing financial reporting environment? 4. What are the main factors influencing the financial reporting environment? 5. Why is credible and transparent financial reporting critical to the effectiveness of the capital markets? 6. What is the role of technology in the development of the financial reporting environment? 7. What does globalisation mean? 8. What financial reporting is unlikely to bring new business or capital to a company? 9. In what way can clear information be helpful to a consumer? 10. Why do investors and consumers demand world class financial reporting?

Текст для специальности 060800 «Экономика и управление на предприятиях»

Factors behind Economic Development

How can people and countries move out of poverty? What brings about long-term development? Modern economics challenges the traditional notion that a handful of factors such as physical investment or education, important as they are, can by themselves explain differences between good and poor development performance. Instead, the focus has shifted to more intangible factors such as institutions (the “rules of the game”) and organizations, and how new technologies arise and spread. Government plays the key part in setting up and enforcing the rules of the game. Private enterprise plays a major role in technology generation and diffusion.

While it is easy to point to factors without which development cannot take place, such as health, education, and infrastructure improvements, it is not possible to apportion development outcomes to specific causal factors – any more than a medical doctor can quantify the respective contributions of heart and lungs in making life possible. Nor can the respective contributions to development of government and private enterprise be quantified. The point here is that just as the heart or the lungs are indispensable to the body, private enterprise is indispensable to development and poverty reduction.

In the course of development, the center of gravity of economic activity shifts from low- to higher-productivity activities. Government sets the conditions of this process and provides essential support through the institutional framework it creates and the economic policies it conducts. At the same time, in a competitive environment, productivity and incomes rise within sectors. Private firms play the major role in this process.

The pace and extent of higher-productivity job creation depend on a host of factors including natural resources, geography, and government policies. Whether the thrust of policy is export oriented or inward looking, whether competition is encouraged, whether capital and labor are priced to encourage employment creation, whether social and education policies encourage upward mobility, especially among women, or serve to maintain feudal dominance – all influence the extent of poverty reduction. So, for example, the Asian “Tigers” were highly successful in shifting the bulk of the labor force to higher-productivity jobs over a few decades. In most developing countries, the process has been much slower.

In countries that started off very poor and over time virtually eradicated poverty, such as Singapore, a clear mutuality of interests has existed among government, private enterprises, and the poor. The Chinese government has been following a similar course, having liberalized agriculture and encouraged non-state enterprises, with dramatic results. Between 1987 and 1998, the number of poor people fell from 300 million to 213 million—while the population was growing.

1.What traditional notion concerning poverty and long term development does modern economics challenge? 2. What intangible factors has the focus been shifted to? 3. Who plays a major role in technology generation and diffusion? 4. What are the factors without which development cannot take place? 5. What is the role of the Government in setting the conditions of economic development? 6. How do productivity and incomes rise in a competitive environment? 7. Who plays the major role in this development? 8. What factors do the pace and extent of higher-productivity job creation depend on? 9. What influences the extent of poverty reduction? 10. Why were Asian “Tigers” highly successful in shifting the bulk of the labor force to higher-productivity jobs?

Текст для специальности 350700 «Реклама»

Advertising

Advertising as a part of promotion is a very important topic for business people and companies. When the businesses try to promote their companies and products, some problems are arising, and one of them is how to deliver the message. Some companies and business people prefer to create advertising by themselves; so they need some good advice and useful information. Finally, the companies want to investigate the examples of advertising of other companies that will be helpful for them.

Before you proceed with creating your advertisement, ask yourself the following questions: What is the purpose of your advertisement? Who is your most likely prospective customer? What's the message of your advertisement? What gives credibility to your claims that the target customer needs your product or service? How do you bring this information home to your target audience? How should you style your advertisement? How will your ad be better than others? What will distinguish it from the rest? What are your graphic and textual resources, and how can they be tapped effectively to create your advertisement? Where, when and how will your ad be read?

When working on your advertisement, keep in mind that people never pay for a specific product or service; they pay for something that meets their specific needs. Developing your advertising concept, focus on how your customer will benefit from your product; it is not enough to merely try to urge your customer to buy it.

Products and services can be attractive in a variety of ways that the advertiser can highlight to promote them. A product or service can be promoted rationally or emotionally. In the former case, you highlight the practical, functional needs that your product/service is designed to meet. In the latter, you target the psychological, social or spiritual needs of your prospective customer.

In order to make your ad work, your message should not be about what you value; it should be about what your prospective customers value.

First of all, get the attention of your prospective customer. We come across innumerable advertisements every day. You'll have to work hard to make your ad stand out. In a print advertisement, the key attention getters are a striking headline, a picture, unconventional design. Your chosen attention getter must be relevant; it must make your product look good; it must be appropriate for the product and your target audience.

As a next step, your ad should arouse interest, inspire the reader to keep on reading, and to understand your offer. To that end, your ad may promise to meet a certain need or needs of the target customer. Your ad should also be original, attractively designed, and not too wordy. Interest is a bridge between attention and trust. Today, people are more skeptical and cynical than before. The barrier of distrust of advertisements is very high. Only powerful, well-argumented advertisements can overcome it. Some of the tools to overcome distrust are awards, approval by experts, associations or consumer rights unions. Another way to overcome distrust is to feature a popular, trusted celebrity in your advertisement. Once the reader's attention has been caught and held, and the abyss of distrust bridged, your ad should inspire the desire to possess the product. To that end, tell the reader how he will benefit from the product, or how the product can help solve specific problems that the reader may have. Advertising specialists often invoke the Motivation Theory as a method to boost the desire to have a product.