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Từ vựng qui định CASE 8 trang 80-81

Range

Saturate

Extreme sports

Versatile

Garment

Outer shell

Hard wearing

Weatherproof

Lining

Removable

Hood

Point-of-sale

Unique

Appeal

Từ vựng qui định CASE 9 trang 88-89

Bring out

Substantial

Cover price

Content

Feature

Issue

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Body lotion

Eau de cologne

Từ vựng qui định CASE 10 trang 102-103

Property

Briefing

Appraisal

Allocate

Outstanding

Critical

Outspoken

Objective

Từ vựng qui định CASE 11 trang 110-111

Ethical principle

Senior

READING 7

Article A: Internet whiz-kid's discount idea makes billions in two years - by

Jonathan Birchall

Andrew Mason studied music at university where he dreamt about making his riches as
a rock star. Instead,

the 29-year-old decided to set up an Internet business that offer discounts on

everything from restaurant

meals to hair transplants and yoga classes. The big idea is about to turn him into the
latest web billionaire.

Google is preparing to buy Groupon, his two-year-old company, for $5.3 billion,
according to reports. The

proposed deal will put Mr. Mason in a group of young Internet billionaires including
Mark Zuckerberg of

The site offers vouchers named "Groupons'' that can be spent at

participating retailers. Every user gets a
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discount offer based on his or her location and profile, but these huge discounts expire
unless enough people

sign up. The trend, described as "social buying", has spread rapidly across
the Web, and Groupon was

described by Forbes as "the world's fastest-growing company”.

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Its explosive growth and healthy profits have convinced Google to dig into its deep
pockets. It is believed to

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have started its bidding at $3 billion, a price that has been steadily rising over the past
few weeks.

Mr. Mason appears to be a man who knows his worth. In April, it was reported that he
turned down a $2

billion offer from Yahoo, because the valuation was too low.

Groupon employs about 1,000 people, mostly based in Mr. Mason's home town of
Chicago. It is active in

more than 80 countries and is growing at the rate of 10 per cent a week by adding new
users through

Article B: Help with exports - by Peter Marsh

Scattered around the world are many thousands of “micro-manufacturers” of craft

items such as jewellery

and handbags, often offering high standards of design and quality. Most, however, have
little idea of how to

sell their products in international markets.

At the same time, retail outlets are eager to get their hands on products that look new
and different but find it

difficult to discover them.

Just over a year ago, Sandra Felsenstein, a 27-year-old former industrial engineer,
decided to start a business

that would try to link these two groups. Her approach was to find a series of high-
quality manufacturers in

her native Argentina - a country with a good reputation for design, yet poor connections
to the rest of the

craft trade worldwide ​ and link them with shops and distribution companies elsewhere.

Dinka, the four-person company she founded in Buenos Aires, is now showing signs of
success. Ms.

Felsenstein has organised links with 30 Argentinian companies that have agreed to let
Dinka promote their

goods in export markets. Under these deals, Dinka will find buyers for their products
and handle shipments

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and customs formalities in exchange for a proportion of sales revenues.

She has laid the foundations, too, for establishing a network of retail outlets in other
countries, arranging

connections with retailers in Chile, Peru and Ecuador as a first step, while signing up a
distributor in Austin,

Texas, that she hopes will help them enter the potentially large US market.

Ms. Felsenstein says she is also “exploring several opportunities" for finding
retailers in Europe -

particularly in Spain, Italy, Germany and Switzerland - where she thinks sizeable sales
could be established

for Argentinian-made goods.

UNIT 8

ADIDAS TARGETS THE CHINESE INTERIOR

By Patti Waldmeir

Adidas, Europe’s biggest sports-goods marker, will open 2,500 stores and expand its
sales network to 1,400

Chinese cities, in an effort to regain market share lost to foreign and domestic
competitors in one of the

world’s most rapidly growing retail markets.

The German company is one of many consumer-goods multinationals that have recently
decided to shift

their focus from near-saturated cities like Shanghai and Beijing to target smaller cities
and less wealthy

consumers, where they believe growth potential is higher for foreign brands.

Adidas plans to reach far into the Chinese interior to open the new stores. Initially, this
will be in urban areas

with as few as 500,000 people and then, by 2015, in cities with a population of just over
50,000, company

officials said in Shanghai on Tuesday.

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“We will be in much smaller cities by 2015,” said Christophe Bezu, Adidas Managing
Director for Greater

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China. At present, the company has 5,600 stores in 550 cities.

The product mix in smaller cities will be chosen so that the entry price for consumers
would be 15 per cent

less than in Adidas’s existing shops in larger cities, he added. The company would be
targeting consumers

with an average disposable income of Rmb5,000 ($753) a month.

Herbert Hainer, Adidas Chief Executive, predicted that the strategy would allow the
German group to regain

the number-two market position that it recently lost to Li Ning, the Chinese sportswear
manufacturer.

Li Ning, named after the Olympic gymnast who light - lit the flame at the opening
ceremony of the 2008

Beijing Olympics, recently announced plans to take its brand upmarket to compete
more directly with

foreign brands like Adidas and the market leader, Nike.

Li Ning’s move up to second position could prove a key moment. Retail analysts see it as
one of the first

signs in the retail field that Chinese products can rebrand themselves as not just cheap
but desirable.

Li Ning has strong sales and distribution networks in the lower-tier cities that Adidas
hopes to penetrate.

Mr. Hainer dismissed Adidas’s recent problems in China as temporary, related to

overstocking in the run-up

to Olympics. Mr. Hainer predicted double-digit sales growth in China over the next five
years.

Bài tập qui định: B (p.76), C, D, E (p.77)

UNIT 9

When there’s no plan A

By Jonathan Moules

Dan Scarfe, Chief executive of Windsor-based software development company Dot Net
Solutions, says that
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he has never written a business plan for the company he founded in 2004.

Now, it is one of Microsoft’s five key partners in the UK and a leading player in the hot
new area of cloud

computing – and to Scarfe, that is proof that setting fixed objectives is a complete waste
of time.

“Writing software, or starting a new business, is incredibly difficult to plan for,” he says.
“You’re effectively

trying to second-guess exactly what you may want down the line, based on marketing
conditions and

varying customer demand.” Whilst short-term business budgeting and strategy is vital,
long-term business

plans are less so.” Twitter, Facebook and cloud computing were not even concepts a
number of years ago,

Scarfe notes, so there would be no way he could have planned for them.

David Hieatt, co-founder of Howies, the ethical-clothing manufacturer based in

Cardigan, claims that a

business plan is really just a guess.

“There are some brilliant business plans written, but they fail because the customer
wants to do business

differently,” he says. “The awful truth is we don’t know what will work.”

He claims that the secret is to be flexible – although this often takes a lot of courage. For
example, in 2001,

Hieatt phoned up all of Howies’ retailers and said he was going to introduce organic
cotton. The initial

effect of this spur-of-the-moment act was disastrous.

“We lost all our wholesale accounts overnight because they said nobody would pay ₤27
for a T-shirt,” he

recalls.

Hieatt and his colleagues managed to rescue the situation by launching a catalogue to
sell products. It proved

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to be a turning point for Howies. “Losing all your shop accounts in one day is not great
for business, but it’s

probably the best thing we did,” Hieatt concludes. Now, the company sells 80 per cent
of its products

through this medium.

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Others argue that business planning is often a reason for inaction. Rajeeb Dey launched
Enternships, a

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student internship matching service. “I never wrote a business plan for Enternships. I
just started it,” he says-

although he admits that it is easier for Internet-based businesses to do this.

Perhaps unsurprisingly, Dey and Scarfe have entirely self – financed their businesses.
Venture capitalist and

private investors do not usually approve of this casual attitude to planning

To Paul Maron – Smith, Managing Director of Gresham Private Equity, a business plan
is rather like a car’s

dashboard, guiding the entrepreneur along the road to success.

But even he admits that problems can arise when business plans become too fixed. “The
aim of the business

plan is to give the stakeholders a good idea of where the business is heading”, he says
“Sure, there are going

to some forecasts in there that are not going to be accurate, but they are a best guess at
the time”

Bài tập qui định: B, C (p.84)

UNIT 10

Share the power

by Stefan Stern

What does employee engagement look like in practice? John Smythe, from the Engage
for Change

consultancy, offers two scenarios to illustrate it.

Imagine two different employees, called Ruby and Geraldine, who work for different
businesses. In the first

situation, Ruby is invited to attend a morning meeting titled “Help our recovery”.

“The invitation states that all parts of the company have performed badly, and that its
parent is unable to

provide more cash for investment. It says that fast action must be taken to stabilise the
situation,”

Mr Smythe explains. “But it also says there are no secret plans for extreme action.

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It says: ‘We want to communicate openly. We also want you and your colleagues to take
ownership with

management to solve the crisis, recognising that unpleasant options will have to be on
the table.’”

Ruby is both concerned and flattered. She arrives at the meeting feeling like a player
rather than a spectator.

A two-month timetable is laid out in which she and her colleagues are invited to use
their knowledge to find

achievable cost savings without harming key business areas.

In this process, Mr Smythe says, there are three good questions employees can be
asked. What would they

do if they:

• had a free hand in their day job?

• were a director of the company?

• had to propose important changes?

In this way, employees can feel part of the decisions that are necessary. They don’t
become demotivated.

The alternative scenario, which concerns Geraldine, is less appealing. She is also invited
to a meeting

described as a “cascade briefing”.

Rumours have been spreading, directors are hard to find, and there has been hardly any
communication from

the company.

“At the ‘cascade’, her fears are confirmed when, in a PowerPoint presentation, the full
extent of the terrible

state of the business is revealed for the first time,” Mr Smythe says.

“Detailed management plans for restructuring and efficiencies are revealed. The focus is
all on reduction,

with no hint of new business opportunities. Geraldine feels less like a spectator and
more like a victim. To

varying degrees, her colleagues leave the meeting in shock.”

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“When have you felt most engaged and most valued and in a successful project or
period at work?” he asks.
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“Absolutely none of us is going to report that it was more like Geraldine’s experience.”

Bài tập qui định: D (p.99)

UNIT 11

Managers should be sensitive to when teasing starts to become hurtful. They should be
prepared to step in

and have a quiet word with the team members involved. The manager should inform
those involved that,

while plenty of communication is encouraged, it’s important that there is respect for
other people and that

certain standards of behavior are expected at work. The manager should have noted
examples of the types of

behavior or language that have been used that are inappropriate at work, so that those
involved will

understand what is unacceptable.

It’s much easier to have this conversation as soon as a manager starts to have concerns
about behaviour or

early signs of conflict – to prevent habits from being formed to ensure that the manager
is taken seriously.

It’s much more difficult to be respected if a manager appears to accept certain

behaviour by letting a

situation continue for weeks or months.

Dealing with conflict directly

Taking action to manage conflict can appear quite worrying to some managers, but it’s
an essential part of

their role and responsibilities. If managers ignore unacceptable behavior, problems will
get worse until the

disciplinary process has to be used or a formal complaint is made, by which time it will
be much harder to

achieve a successful resolution.

Some potential sources of conflict at work are obvious, such as

• To much personal use of the Internet or e-mail;

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• Poor attendance and time-keeping;

• Any form of bullying behavior;

• Any form of discrimination (e.g.sexism)

• Unacceptable language;

• Theft;

• Drink or drug problems;

However, frequently it is the less obvious behavior that over time, if not confronted, will
lead to workplace

disputes. Examples of less obvious types of dispute include:

• Taking credit for other people’s work or ideas;

• Interrupting people in meetings;

• Not inviting team members to social evenings or events;

• Not covering for people when are sick;

• Not taking messages for people;

• Using someone else’s contacts without permission;

• Not including people in group e-mails;

• Ignoring people or being impolite;

• Poor personal hygiene;

Manager should not ignore problems that they are developing in their teams. It’s vital
that line managers

have regular, informal, one-to-one conversations with the people they manage, so that
these kinds of issues

can be discussed naturally where possible.

However, managers must also be prepared to begin informal discussions if they are
think a problem is

starting to develop. Conflict at work can lead to absences, so return-to-work interviews

are also a good

opportunity for managers to ask questions about any conflict issues that might be
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worrying employees.

Bài tập qui định: D (p.106), E (p.107)

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