new insights into business ocr small (835551), страница 21
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You have a strong sense of leadership, y o u can both organise andmotivate and you know exactly where you and y o u r team are going.between 44 and 22You may need to think more carefully before setting up your own business.Although you do have some of the essential skills for running a business, youwill probably not be able to deal with the pressures and strain that are a part ofthe job. You should perhaps consider taking some professional training orfinding an associate who can compensate for some of your weaknesses.below 22Managing your own business is not for you. You are better suited to anenvironment where you are not responsible for making decisions and takingrisks. To operate successfully you need to follow well defined instructions andyou prefer work that is both regular and predictable.ListeningCargolifter is a com pany th a t is producing a new generation of airships forcargo transportation.
You will hear a com pany spokesman answering questionsabout the different stages th a t were involved in starting the company.Before you listen, num ber the different stages of the project in the order inw hich you th in k they happened.abcdeConduct a feasibility study.Get the idea of using an airship to transport heavy goods.Identify the market.Construct the assembly plant.Seek investment from majorcompanies.f Identify a problem,g Create the company,h Invite private investors to jointhe project.S ) Listen to the cassette and checkyour answers.Writing114Setting up a successful business requires careful preparation and planning but alsoinvolves a degree of risk-taking.
There are a number of questions that all entrepreneursmust ask themselves concerning the products or services that they intend to sell, thecompetition that they will face, the structure of the business itself and the sources offinance that they will need to open their new venture. This means that all of theseparameters must be defined in a business plan: a document that shows how theentrepreneur will organise his or her business, how much he or she expects to sell andwhere the capital will come from.
Once this information has been put down on paper,the entrepreneur can then choose an appropriate form for the company, register itw ith the authorities and open for business.Setting Up a Business1 Read these extracts and decide which sections of the checklist they comefrom.(■©;vsi'inug a widew tu t laiigisRetail outlet sellingrange ofAt first I will be concentrating on getting the/specialist teas and tea-related giftware.business into profit.
But if 1 am successful 1 fSales will be made direct to customersIt is notwould then consider looking for other sites Veasy t0and also by mail order.give abut It Wouldin the city area and expanding themanagement team. Eventually it might be kI plan to advertise on local radio and .possible to set up shops in differentin the local press and free press.
This (The targettc^. -.turnerand /u mZ iis^ middle-agedt ° f , PinS area.locations around the country.with a comfortable income. Theiwill be complemented by flyerscompetition in theere is no© distributed directly through.^u iio n in the area as themconceptforthis typeletterboxes to residents in the area. {this typeareo f. shop is new and comparable •The Tea Set. Initially mebusiness|r-^uuctsthe businessproducts are not currently availableOtbaotherlimitedwill be registered asas aa limited* ^ave а*геас*Уworked as anJ outlets.company with ten shareholders. f, < employee in two different companies.!Inastreetwithpedestrian---.. -I was...
involvedtw0 d'ff in both—- „access onty. ^ where«Inwhicha leads into the main shopping area J> ere I was inV()/ ltferent<Ьищs,re«* * * *“ 0whichleadsintotnemu*,,• -*■--.o W in a town of 70,000 | тагк^ щ а д , Ved inand market square in a town of 70,000inhabitants. The shop is also close to theTwo full-time sales staff for thestation, which is used by severalIshop. One personal assistant tothousand commuters daily. The surfacedo secretarial work and general©area is 45 square metres at a rent ofoffice administration.1000 euros per month.ГгBusiness plan checklist12Personal detailsг3f47PersonnelProduct / serviceDescriptionM arketDescribe your market.Who are your customers?Is your market growing, staticor in decline?Who are the main competitors?What are the advantages ofyour product or service overthe competition?Premises / machinery / vehiclesWhere do you intend to locatethe business and why?What sort and size of premiseswill you need?What machinery / vehicles doyou require?Number of people / job function -5M arketingWhat sort of marketing oradvertising do you intend todo?Relevant work experiencefггггсг6Name of businessType of business (limitedcompany, partnership etc.)ггDetails of th e business8ObjectivesWhat objectives do you havefor the business?2 Work in small groups.
You have decided to set up your own businesstogether and have approached the bank for advice. They have asked you toprepare a business plan. Decide what type of business you are going to set up,then discuss each of the points listed in the business plan. When you havefinalised all the details of your business, prepare a written plan to give to thebank.115unitCorporate Alliancesand AcquisitionsKey v o c a b u l a r y !5H As business and the world economy become increasingly competitive, more and morecompanies have to strengthen their operations to remain profitable. Companies can goabout this in a number of ways, including the following.Joint venture: Two or more companies agree to collaborate and jointly invest in aseparate business project.
This type of deal allows the partners to combine theirstrengths in one specific area.Merger: Two companies, often in the same industry, come together to form onecompany. Companies merge for many reasons, for example, to increase market shareand cut costs in certain areas, such as research and development.Acquisition or takeover: One company accumulates enough of another company'sshares to take over control and ownership.L e a d -in©Read the following extracts from the financial press. In pairs, decide whethereach one refers to (a) a joint venture, (b) a merger or (c) an acquisition.motors ... „building its ChevroletBlazer, a sports utilityvehicle, in the factories o fElabuga AvtomobilnyZavod (EIAZ) inTartarstan, an autonomouspart o f Russia. Thisbusiness project will beowned by EIAZ and GM,which plans to invest asmuch as $250 m in theplant.Го HearstCorp“ “ 'LPublishing'Co.•» «and Peterswoulddn St i e i ^ e r a b l eC°mP^ninfluencem thetn publishingr^W oddt° T c o ® p e te w itb(D©116Poland may call off talks on the saleo f newsstand chain Ruch to France’sHachette distribution service if it failsto make a firm financial offer soon.Just as Daewoo Electronicschairman Bae Soon-Hun thoughthe had agreed a deal to buyThomson Multimedia, theconsumer electronics arm ofThomson, he heard t h a t it hadrefused his offer.©bsbШthey will control 4 /о оhankina assets.'Corporate Alliances and AcquisitionsYou will hear Margareta Galfard, Director of Communication for Volvoin France, talking about why the merger between the major automotivecompanies, Renault and Volvo, failed.
Listen and decide if the followingstatements are true (T) or false (F).1 The reasons why the merger failed are verysimple to understand.2 The shareholders were afraid that Volvo wouldlose its Swedish identity.3 The shareholders feared that Renault was tryingto take over their company.4 The Swedish management were keen for the mergerto go ahead.□□□□Can you think of any other reasons why a merger might fail?117unit tw elveWhen egos collide*In the acquisitions jungle,males are deal-break51015203035Perhaps business schools shouldadd anthropology8' to thecurriculum; the parallels betweenthe behaviour of corporateexecutives and that of great apesare uncanny8'. The spectacularcollapse of the supposed allianceof drug giants GlaxoWellcome andSmithKline Beecham is a textbookexample.There was a clear business logic tothe union of the twopharmaceuticals giants. The dealgave the companies a drugsresearch and development budgetmore than twice the size of theirclosest rivals, Novartis and Merck,and the combination of theircomplementary researchtechnologies could have left themstreets ahead of8 the competition;cost-cutting alone could havesaved $1 bn.
But because thesetwo great beasts of the jungle (theCEOs of the corporations) choseto throw sand in each other’sfaces, the deal is off, at least fornow.Corporate egos cause problems butthey seem to be inevitable in abusiness culture that prizes drive,determination and leadershipabove all. Having the strength ofpersonality and the ability tooutmanoeuvre8 others is afundamental prerequisite to climbwithout Renault paying theacquisition premium.
Simmering875 resentment over chairman PehrGyllenhammer’s dictatorialmanagement style at Volvo addedspice to the management revolt.The divorce is reputed to have costso Volvo several hundred milliondollars and forced the resignationto the top of the corporate ladder. Soof Gyllenhammer after more thanwith a power-hungry alpha male attwo decades in the driving seat.the top of each company, it is notEgos play such a large role when40 surprising that every time a mega85 two giant corporations comemerger is announced, there’s a hightogether that it is hard to makeprobability of a boardroom bust-up.them work unless one personalityNicholas Bates, head of Humanis prepared to take a back seat orResources Management at thestep down. The $26 bn marriage45 European Business School, says many 90 between Swiss giants Ciba andsenior businessmen actually go offSandoz to form Novartis in 1996 isthe top of the scale on personalityoften held up as a textbooktests.
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