market_leader_3e_-_intermediate_-_course_book (851943), страница 32
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This was25because of worries about increasingfuel prices.Tate and Lyle, the sugar andsweeteners grouP. lost 5.8 per centto 402'/,p after CityGroup loweredits forecasts because of rising comprices. Following recent floods inlhe US, lhe cost or com has risen25 per cent.6 Money, Case study, page 59Sculptures of famous people,-------,Alfresh lunch box with coolerDescriptionDescriptionYou make sculptures of famous people, e.g.
MohammedAli, Michael Jackson, George Clooney, etc.You have your own company, Wangli Products. It makes arange of products for the leisure and food industries.The average price of a sculpture is $ 30,000. A recentsculpture of Nelson Mandela was bought for $ 55,000.The lunch box has sections for food, such as cheese andfruit, and small and large pots for milk, yoghurt, fruitjuice, etc. There's a space for cooler bags.The sculptures are aimed at all art lovers, but especiallywealthy collectors.Why you want the moneyTo finance and market exhibitions of 100 sculptures inNew York and San Francisco art galleries next year.Advantages for tycoonsThe sculptures are very popular.
The tycoons will beallowed to own nine of the sculptures at the end of theexhibitions.Negotiating termsYou want the tycoons to invest $ 200,000 in 100sculptures. You offer 10% of the total sales revenue.You moy invent any other information you wish. Note: it islikely that the tycoons will ask for a bigger stake in yourbusiness. You must decide if it is worth increasing youroffer. Try to predict what questions they will ask you.Alfresh is aimed mainly at schoolchildren, but will also beused by adults.Why you want the moneyYou have cashfiow problems at present. You needadditional finance to launch and market the new product.Advantages for tycoonsThe unique design of the box, its shape and colourfulappearance will ensure it will be a winner!Turnover/profit projectionsYear 1:$ 100,000/ $20,000Year 2:$ 500,000/ $ 260,000Year 3:$ 3.5m/ $ 1.2mNegotiating termsYou want the tycoons to invest $ 200,000 for a stake of10% in our business.You may invent any other information you wish.Note: it is likely that the tycoons will ask for a biggerstake in your business.
You must decide if it is worthincreasing your offer. Try to predict what questions theywill ask you.136ACTIVITY FILE8 Human resources, Reading, Exercise A, page76Article Bby Alison MaitlandNissaninMotor'sJapanusedcustomers'oftenthelatesalestohomesintheshowroomscarsforviewing,evening.and\Vomenexeclitivestake10Nowsalespeoplesound10change of approachlikea declinein30ranks.its managers in an industry'WomenNissanmore than doubled recruitment of17female engineering graduates toansaysthatgettingmore55 in which 80 per cent of employees areengineers, i s important to its success.'Males are attracted by big picturesofThe number of \Vomen managersat Nissan, \Vhile still tiny, has risen\Vhichwomen engineers into the company,from 15 per celli to 34 per cenl.35inthe average is just 0.6 per cent.of female salespeople has jumpedpersonalthe opposite.
Cars are no longer justleadershipNiss<ln'sper cent this year and recruitmentmightservice. In fact, it is signed to be2004,in the Driver's Seat' initiative hasoperate morc regular working hours.Theinto theSince60carsand specificationsperformance,'whowassaysaboutMs Takahashi,previouslyMarketing'boys' toys', even i n conservativefrom 2 per cent to 5 per cenl. 'InJapan. Nissan's research shows thatidealwomen make a third of car purchases,the market \Ve serve - 50 per cent -mothers were attracted by picturesand women and men jointly makebut there is a long \Vay to go,' saysof a family having a great time with15 anotherthird.FcmaJecustomers40situation, \VeshouldMiyuki Takahashi, General Manageroverwhelmingly would like there toofbe more women in the sales teams,Office that runs the initiative to woobut thefemalelatchours madethe jobunappealing to women in a countrywhere there is still often a stark-15Director in Japan.
'We found 1110StmirrortheAtDiversityemployeesaCatalyst,andconference\VhichDevelopment6SresearchesToprioritisefemalecustomers,three years ago Nissan launched thecustomers.organ isedthe car.'Serenabypeoplecarrier,which \Vasdesigned by and for women. Lastandyear, it \Von the top-selling spot1Ilchoice between work and family.ThesefindingspromptedCarlosGhosn, Chief Executiveof this year's two a\Vard winners, notconvinced that thisof Nissan and Renault, to adopt aleast for having hit its initial target ofrelated to women's advancement instrategy to hire and promote more50 \Vomen making lip 5 per cent ofNissall in teons of marketing and sales.campaigns for the advancement of\Vomen in business.
Nissan was one70Japan.Ms Takahashi says,hitis'Iamclosely8 Human resources, Skills, Exercise C, page 79Human Resources ManagerYou are the Human Resources Manager for the Dolphin Department 5tore. Before you startusing the Omnia Employment Agency, you need the following information. Call the agency,identify yourself, state the purpose of the call and get the necessary information.Ask about:•••••••introductory fees (If so, how much?)the hourly wage for temporary workersminimum period to hire a temporary worker (If so, what is it?)how much to pay if a temporary worker does overtime o r weekend workwork permits (Who arranges them?)travel expenses of temporary workers (Who pays them?)when to pay for temporary workers.137ACTIVITY FILE9International markets, Skills, Exercise E, page 88Student B1You are a buyer for a department store.Because the market for handbags is very competitive, you want to:•••2pay the same price this year as last yearhave a shorter delivery time of two weeksget a three·year contract with the supplier.You are the director of a kitchen equipment company.Because business conditions are difficult, you want to:••••continue to pay ali your European agents a commission of 5%communicate with agents more frequently by phone and e·mailuse as many different distributors as possible to seli your goodsoffer agents shorter contracts, with a maximum period of three years.9 International markets, Case study, page 89Information file: Pampas Leather CompanyModelsYou can supply three models: the Clubman, the Nightrider and the Look.The Clubman wili be costly to produce, as it is hand·finished.
made ofhigh·quality leather and has a unique design.QualityTo reduce costs of production, you wili outsource the manufacture of thecheapest model, the Look, to a Chinese firm.QuantityYou want WCA to place an order for at least 3,000 jackets. You need a largeorder to cover the costs of the additional workers you wili have to hireto deal with the order. Try to persuade WCA to buy a large number of theClubman model, as you make most profit from this model.PricesUnit cost of productionPrices q uoted to WCAClubman$110$380Nightrider$100$280Look$80$150PaymentBy bank transfer as soon as the goods have been despatched.DiscountsYour policy is to offer new customers a 2% introductory discount on listprices for a first order, and 3% for further orders.DeliveryPrompt delivery within one week of the agreed date.GuaranteeThree years.Working across cultures 3, page 90The six mistakes were:1Hospitality is a matter of honour in the Arab world.
It is polite to accept at least onecup of coffee or tea.2 AI-Jabri was probably surprised that Coliins hadn't bothered to see at least somethingof Riyadh, a city that AI-Jabri was proud of.3Coliins shouldn't have been upset that AI-Jabri interrupted the meeting to taketelephone calis. This is usual practice in the Arab world.4 If a guest admires something belonging to an Arab host, the host may sometimes offerit as a gift.5 Coliins did not prepare properly for his presentation.6138He misinterpreted AI-Jabri's comment 'if God pleases'. This did not mean that AI-Jabrihad agreed to place an order.ACTIVITY FilE11 leadership.
Case study. page 111Director 1In your opinion, the company should do the following:•••••Agree to be taken over by the French retailer Universelle, so that the company willbecome stronger financially.Focus on other sports, such as golf, rugby and ice hockey, where the competition isless fierce.Reduce the company's dependence on the football and athletics market.Concentrate more on lifestyle and fashion products, e.g. trainers and footwear forinformal occasions.Introduce a more open slyle of management, giving responsibility for somedecision·making to lower levels of management. This will improve staff morale.Prepare your presentation.
You may add any other ideas of your own for improving thecompany's performance.11 leadership. Case study. page 111Director 3I n your opinion, the company should do the following:••••Bring out collections of footwear and clothing by famous international designers,aimed at the top part of the market. The profit margins on such products will be high.Go upmarket and aim to build a strong image for making luxury sports goods.
Sourceall materials from Europe rather than from the Asia·Pacific region. This will help to keepboth prices and quality high.Make more customised shoes, bags and sports accessories aimed at the top end of themarket. This will help to attract consumer attention to the brand.Restructure the company into a series of business units, each with its ownmanagement reporting to the CEO. This will increase competition within the company,leading to greater efficiency.Prepare your presentation. You may add any other ideas of your own for improving thecompany's performance.12 Competition. Case study.
page 119Buyers••You each meet one of the suppliers.-Buyer 1 meets Rashid Singh Enterprises.-Buyer 2 meets Pacific Traders.-Buyer 3 meets The Artisans (o·operative.Get details of the missing information and negotiate to get a good offer to bring backto your company.
You would like the following:-delivery by 1 5 November-a discount of at least 5% on all goods ordered-to be able to return all unsold goods, with the amount credited to your account-a two·year guarantee, if possible.139ACTIVITY FILE12 Competition, Starting up, page 112Keya) 3b) 2c) 16a) 3b) 2c) 12 a) 3b) 2c) 17 a) 1b) 2c) 3a) 1b) 2c) 38a) 1b) 2c) 34 a) 1b) 2c) 39a) 3b) 2c) 15 a) 1b) 2c) 310 a) 3b) 2c) 113Over 26You are extremely competitive. You have high standards and expect a lot from yourself andother people.
You are probably an impatient person. You like to win at all times and getupset if you lose. You perform well under pressure and enjoy a challenge.1 8-26You are fairly competitive. You are competitive in areas that are important to you. Youdon't always have to be the best. You are pleased when other people are successful,such as members of your family or your colleagues. You don't believe that 'winning iseverything'.12-17You are not very competitive. You believe it is more important to take part than to win. Youenjoy working in a group rather than individually. You try to avoid pressure as much aspossible.11-10You are not at all competitive.
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