market_leader_3e_-_intermediate_-_teachers_book (852197), страница 34
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. . ............................................... .... ........................ .......... ............. ..... :en1.1-11Get students to look through the points that they willbe assessing in the presentations.Then get students to choose one of the topics andprepare their presentations. You could get studentsto do this for homework.e When students are ready, or in the next session(s) ifyou have given the task for homework, get studentsto give their presentations to each other in groupsof three. In smaller classes, they could give thepresentation to the whole class. Make sure that theother participants assess the presentation on thecriteria given.Monitor the language being used. Note downstrong points and points that need correction orimprovement.e When students have given their presentations, praisestrong points that you heard and work on points thatneed correction or improvement, getting studentsto say the correct thing, especially in the area oflanguage used for presentations.Then get other students to give their assessmentsand explain their reasons.
Encourage them to behonest but tactful!l:'l Resource bank: Speaking (page 186)a0eGo99UNIT 11....LEADERSHIP-CASE STU DY-�··;. .••.L.a�..Una Sports·.�•Students suggest solutions for the future strategy andleadership of a struggling sports goods company.Background, problems and possible strategies•Get students to focus on the case study by looking atthe background information.• Write the headings on the left-hand side of the tableand elicit information from students to complete theright-hand side., Company• When students are ready, get them to start theactivity. Monitor the language being used.
Notedown good points and those that need further work.•Bring the class to order. Praise the correct languagethat you heard and practise points that need furtherwork.•Get a member from each group to say who theychose as Rossi's successor and why.Una Sports (LS)Based inItalyOne-to-oneProductsOriginally specialised in tennis shoes, butlater diversified into football, athletics,tennis and volleyball clothing.Work on the background to bring out the key pointsabout the company.FoundedIn 1978 by Franco RossiChiefExecutiveStill Franco Rossi, but he would like tohand over to one of the present directorsand become Chairman.ResultsDisappointing: falling profits, rising costsPossibletakeoverBy French retailer, but only if 'friendly',i.e.
with agreement of Una boardProblemsLaunched too many product lines, spenttoo much on expensive endorsementswith top sports people, suffered fromfierce competition from strongercompetitors, lost its reputation forinnovation.PossiblestrategiesLS could ...l•merge with, or be taken over by, alarger, financially stronger company.•acquire a number of smallercompanies and focus more on makingsports accessories.•grow organically by revising itsorganisation, product ranges andmarketing strategy.Task•Explain the task.•Get students to work in groups of five or six, with thethree Una directors making up Group A and the twoor three (non-presenting) directors making up GroupB.
Be clear about who is who in each group, andwhich non-presenting director is going to chair thesession, but don't let them turn to their respectivepages yet.• Then get students to turn to the page with theirinformation. Ensure that they turn to the correctpage.100Give students plenty of time to absorb theirinformation. Go round the class and assistwhere necessary.Run the task with your student taking the part of oneof the presenting directors. Monitor the language thatyou both use.After the activity, underline some of the language thatyou chose to use and some that your student usedcorrectly and work on five or six points from whatthey said that need improving.
(If there is time andinterest, you could get your student to make anotherpresentation using the information for another of thedirectors and paying particular attention to the pointsyou raised.)�You can also refer to the Case study commentarysection of the DVD-ROM, where students can watchan interview with a consultant discussing the keyissues raised by the case study.Writing•Get your students to write an e-mail of about 200words from the Chairman of Una Sports to the Headof JPS Consultants, briefly summarising the threebusiness strategies and indicating which one hasbeen chosen, giving reasons.
Students could do thisfor homework or in pairs in class.C) Resource bank: Writing (page 2 1 4)C) Writing file, page 1 2 7Com petition�)>Cj')......)>zn,.,.,Starting upStudents do a questionnaire to see howcompetitive they are.Lesson 1Each lesson (excluding casestudies) is about 45 to 60minutes. This does not includetime spent going throughhomework.Vocabulary: Competition idiomsStudents look at competition idioms originatingin sport and use them in context.Practice FileVocabulary(pages 48-49)i-Glossary (DVD-ROM)lesson 2.. .f... .
... . . . .. . .. ... .. .... ...... ....... .. .. ... . . . ... ... .Lesson 3..Reading: Head-to-head competitionStudents read about the current rivalry betweenStarbucks and McDonald's and how eachcompany is planning for future success.Text bank(pages 1 58-161)listening: The Competition CommissionRory Taylor, Media Relations Manager for theU K's Competition Commission, talks about itswork.Resource bank: listening(page 199)i.�-�gu �ge review: PassivesStudents look at passives and practise usingthem in a series of exercises.Course Book listening(DVD-ROM)Practice FileLanguage review(pages 49-50)Ml Grammar and Usagelesson 4Each case study is about1 1h to 2 hours.Skills: NegotiatingStudents look at some diplomatic and lessdiplomatic negotiating language and hearit being used in context.
They then use itthemselves in a role play.Resource bank: Speaking(page 187)Case study: Fashion HouseStudents negotiate details of a new contractthat a jewellery retailer wants to agree with itssuppliers.Resource bank: Writing(page 215)Practice FileWriting (page 5 1)Case study commentary(DVD-ROM)For a fast route through the unit focusing mainly on speaking skills, just use the underlined sections.For one-to-one situations, most parts of the unit lend themselves, with minimal adaptation, to use with individualstudents. Where this is not the case, alternative procedures are given.101UNIT 12....COMPETITIONB U S I N ESS B R I EFt,.:Michael Porter was the first to analyse systematically the competitive forces that operate in aparticular industry. He found that in any given industry there are:• cost-leaders: low-cost producers with a broad scope and cost advantage, appealing to manyindustry segments: many different types of buyers, each with different needs;• differentiators, appealing to buyers who are looking for particular product attributes(characteristics) and positioning themselves as the most able to meet those needs;coc(J')zlT1(J')(J')co�lT1"T'1• focusers, concentrating on one particular segment who try to find competitive advantage bysatisfying the needs of buyers in that segment better than anyone else.These are the available choices, according to Porter, that a commercial organisation has if itwants to compete effectively and not get 'stuck in the middle'.Competition between companies can be tough, aggressive, even ferocious or cut-throat.
Firms mayprice aggressively in order to build market share, perhaps selling at a loss. They hope to recoup theirlosses later when, having established themselves to benefit from economies of scale (producingin larger quantities so that the cost of each unit goes down), they are able to charge marketprices with a healthy profit margin on each unit sold. This is one way of becoming a cost leader.Competition can also be gentlemanly or even cosy. Companies of similar size in a particularindustry may have similar costs and charge similar prices.
But then one competitor reduces itsprices, hoping to increase its unit sales (the number of goods it sells), bringing in more money tocover its fixed costs and thereby increase profit. Other competitors follow suit, each reducing itsprices in a price war. This happened in the UK quality-newspaper market, but there was no clearwinner, especially as the overall market was shrinking.Competitors may enter into forms of co-operation, such as joint ventures for specific projects.They may even talk about strategic alliances. But these can go wrong and lead to recriminationbetween the partners.Emerging industries are very attractive.
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