Иностранный язык профессионального общения (английский язык). Учебное пособие

this research method. If the purchase is small, you might not be able to justify the costs of this research method.

· Objectivity: The vendor's customer sites that you visit will not be random selections. Vendors will only send you to happy customers. However, wouldn't you do the same? Keep this in mind when visiting these customer sites. Make sure you find out about both the positives and negatives of working with this vendor and its technology.

THE LEADING THEORETICAL APPROACH

TO MARKETING DEMANDS

The leading theoretical approach to marketing demands that you first determine what your markets want, then provide a way to satisfy them profitably. That's fine if you have the luxury of choosing your target market and product/service mix before you start a business. Most of us, though, are limited by our experience and interests, to say nothing of other limitations such as money, family obligations, and so forth.

Most products and services are generic. While you may think your products and service are special, that perception is not necessarily shared by your market. To gain a competitive advantage, do three things.

·Know your products and services better than the competition knows theirs.

·Know the benefits of your products and services from your customers' perspective.

·Know where your product stands on the "product life cycle". The position on the product life cycle affects pricing as well as sales strategies.

Understand the benefits your customers hope to get from your products or services. Look at your business from their point of view: Without a strong reason to think otherwise, one hardware store is like another; lawyers are interchangeable; seafood markets are where you buy fish. What's so special about your screwdrivers, or wills, or halibut?

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People buy benefits. What they want is not necessarily what you think you are selling. They buy solutions to their problems. They buy satisfaction of needs and wants. The solutions and satisfactions are the benefits they buy along with your products or services. Benefits are the "what's in it for me?" that customers seek.

WHAT ARE THE BENEFITS OF YOUR PRODUCTS

AND SERVICES?

List all the products and services you currently sell.

·For each product or service ask: What is the purpose? What needs or wants does it satisfy for your customers? For your prospects? Write down the most obvious needs and wants.

This will give you a better understanding of the markets you can reasonably target and provide the basic layer of your marketing strategy.

·For each product or service: Is it a breadwinner now, or will it be in the future? Is it past its prime? Should it be continued? Or given more support (financial, personnel, promotion)?

·Should you expand your product lines?

·What are the particular advantages/disadvantages of each product or service as compared with competitive products and services? Product/service comparisons tip you off to competitive positioning.

·Are you offering the right mix of products and services to meet your customers' demands?

·Have you made improvements in your products or services lately? Are you planning any?

·What new products or services are you planning?

·What are possible substitutes for your goods or services? Are there any new developments (technological, social, economic) that might result in new ways of satisfying your market's wants and needs?

·List five new applications for your products and/or services. Repackaged products or new applications of old products open up new marketing opportunities.

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·Ask questions. Ask your customers, suppliers, sales force, and other interested people what your products and services might be used for. Their answers might provide new applications that result in tomorrow's sales.

·Work with these answers and ideas to rethink how your products might be marketed. For example, basketballs are used as float valves in some industrial applications. Their

features of toughness, uniform size and quality, roundness, and floatability made them ideal for this purpose.

One result of product and service analysis is to help you spot competitive strengths and weaknesses in what you market.

WHAT IS THE UNIQUE SELLING PROPOSITION (USP)

OF YOUR PRODUCTS AND SERVICES?

What sets your products and services apart from the rest? For each product and service ask: Is it quality? Price? Convenience? Style? Professionalism? Ask the same questions about your store, restaurant, or office.

Your aim is to develop an image or perception in the marketplace that you offer something special. Look at competing businesses and ask what's special about them. Can those insights help you position and define your business? Every business has something special to recommend it.

You can set your products apart from the competition by looking at the following: new, improved products: packaging; pricing; advertising and promotion; delivery; convenience; computer-based convenience; follow-up service.

The leading theoretical approach to marketing demands that you first determine what your markets want, then provide a way to satisfy them profitably. That's fine if you have the luxury of choosing your target market and product/service mix before you start a business. Most of us, though, are limited by our experience and interests, to say nothing of other limitations such as money, family obligations, and so forth. Most products and services are generic. While you may think your products and service are special, that perception is not necessarily shared by your market. To gain a competitive advantage, do three things. Know your products and services better than the competition knows theirs. Know the benefits of your products and services from your customers' perspective.

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Know where your product stands on the "product life cycle". The position on the product life cycle affects pricing as well as sales strategies. Understand the benefits your customers hope to get from your products or services. Look at your business from their point of view: Without a strong reason to think otherwise, one hardware store is like another; lawyers are interchangeable; seafood markets are where you buy fish. What's so special about your screwdrivers, or wills, or halibut? People buy benefits. What they want is not necessarily what you think you are selling. They buy solutions to their problems. They buy satisfaction of needs and wants. The solutions and satisfactions are the benefits they buy along with your products or services. Benefits are the "what's in it for me?" that customers seek. What are the benefits of your products and services? List all the products and services you currently sell. For each product or service ask: What is the purpose? What needs or wants does it satisfy for your customers? For your prospects? Write down the most obvious needs and wants. This will give you a better understanding of the markets you can reasonably target and provide the basic layer of your marketing strategy. For each product or service: Is it a breadwinner now, or will it be in the future? Is it past its prime? Should it be continued? Or given more support (financial, personnel, promotion)? Should you expand your product lines? What are the particular advantages/disadvantages of each product or service as compared with competitive products and services? Product/service comparisons tip you off to competitive positioning. Are you offering the right mix of products and services to meet your customers' demands? Have you made improvements in your products or services lately? Are you planning any? What new products or services are you planning? What are possible substitutes for your goods or services? Are there any new developments (technological, social, economic) that might result in new ways of satisfying your market's wants and needs? List five new applications for your products and/or services. Repackaged products or new applications of old products open up new marketing opportunities. Ask questions. Ask your customers, suppliers, sales force, and other interested people what your products and services might be used for. Their answers might provide new applications that result in tomorrow's sales. Work with these answers and ideas to rethink how your products might be marketed. For example, basketballs are used as float valves in some industrial applications. Their features of

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toughness, uniform size and quality, roundness, and floatability made them ideal for this purpose. One result of product and service analysis is to help you spot competitive strengths and weaknesses in what you market. What is the Unique Selling Proposition (USP) of your products and services? What sets your products and services apart from the rest? For each product and service ask: Is it quality? Price? Convenience? Style? Professionalism? Ask the same questions about your store, restaurant, or office. Your aim is to develop an image or perception in the marketplace that you offer something special. Look at competing businesses and ask what's special about them. Can those insights help you position and define your business? Every business has something special to recommend it. You can set your products apart from the competition by looking at the following: New, improved products. Packaging Pricing Advertising and promotion Delivery Convenience Computer-based convenience Follow-up service.

MORNINGSTAR BAKERY

Morningstar Bakery is a new organic bakery specializing in gluten, wheat and dairy free products. Within the last three years there has been significant increases in demand for these bakery products. This can be explained to a large degree by the fact that up until recently Americans have had food allergies that have been undiagnosed. It has been only in the last few years that medical doctors have begun to diagnosis food allergies correctly. What was once an unknown problem that affected so many people with no recourse has become a manageable ailment that is easily dealt with through modification of diets. This is very positive for both those people that are affected as well as bakeries such as Morningstar that specialize in these products. Morningstar Bakery was conceived when the owner, Marilyn, had two son's were diagnosed with celiac disease at age 14 and 7. Celiac disease is a digestive disease that damages the small intestine and interferes with absorption of nutrients from food. People who have celiac disease cannot tolerate gluten, a protein in wheat, rye, and barley. Gluten is found mainly in foods but may also be found in everyday products such as medicines, vitamins, and lip balms. When people with celiac disease eat foods or use products containing gluten, their immune system responds by damaging or destroying villi—the tiny, fingerlike protrusions lining the small intestine. Villi normally allow nutrients from food to be

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absorbed through the walls of the small intestine into the bloodstream. Without healthy villi, a person becomes malnourished, no matter how much food one eats. Marilyn quickly realized that there were no bakeries in the San Francisco area that carried gluten free fresh baked goods. Grocery stores were carrying packaged pasteries and breads, however, they were often hard, gritty, and did not have that fresh baked flavor, smell, or texture. Morningstar will be located in Noe Valley, San Francisco and will cater to consumers who are on a gluten-free diet as well as those who are choosing to eat more organic and wheat-free baked goods. Morningstar Bakery will imbed itself and become part of the Noe Valley community. Outreach programs to both Alvarado Elementary and James Lick Middle School will give Morningstar Bakery a societal marketing orientation. The following integrated marketing communication plan will written promoting of Morningstar Bakery to the San Francisco area.

THE ENCHANTED VINEYARD

The Enchanted Vineyard is a charming Bed & Breakfast located in the Lorane Valley, outside of Eugene, Ore. The valley is well known for its beauty and concentration of vineyards and wineries. Recently, the travel and tourism industry has seen a 5 % increase in demand for more personalized, customized hotel type stays. Bed & Breakfast facilities are fast becoming the trend for travelers wanting a more intimate accommodation option. The B&B will be run by Missy Stewart in the Stewart's newly renovated home. Missy has over 40 years in the hotel and restaurant industry. She has managed both large hotels and smaller traveler one to two night stay facilities. Missy has a keen understanding of the travel, and prides herself in understanding the B&B target and their preferences. The Inn itself is a work of art. Each of the five guest rooms have walls that are 65 % glass providing a breathtaking view of the valley. In addition to the views, the Inn offers a huge patio and vineyard for the guests to explore.

The Enchanted Vineyard Bed & Breakfast has two competitive advantages that will ensure profitability. The first is Missy's persistent attention to personal service. Missy recognizes that her most important job is to pamper the guests, allowing them to have an excellent stay. The other sustainable competitive advantage is the

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facilities, handcrafted and simply beautiful. The house and adjoining land are magnificent.

Lorane Valley is a quiet rustic community boasting the benefits of a quiet escape surrounded by the serenity of the vineyards. The Enchanted Vineyard will cater to travels wanting a quiet, off the beaten path vacation experience.

CERTIFICATION PROCESS

A product might be verified to comply with a specification or stamped with a specification number. This does not, by itself, indicate that the item is fit for any particular use. The person or group of persons who own the certification scheme (i.e., engineers, trade unions, building code writers, government, industry, etc.) have the responsibility to consider the choice of available specifications, choose the correct ones, set qualification limits, and enforce compliance with those limits. The end users of the product have the responsibility to use the item correctly. Products must be used in accordance with their listing for certification to be effective.

Product certification is often required in sensitive industry and marketplace areas where a failure could have serious consequences, such as negatively effecting the health and welfare of the people or person using that product. For example, certification is stringent in aerospace applications, since the demands for low weight tend to lead to high stress on components, requiring appropriate metallurgy and accuracy in manufacturing. Other sensitive product area examples include food, pharmaceuticals, healthcare products, dangerous goods, and products which have RF emissions such as computers and cellular telephones.

The process for certification of a product is generally summed up in four steps:

1.Application (including testing of the product)

2.Evaluation (does the test data indicate that the product meets qualification criteria)

3.Decision (does a second review of the product application concur with the Evaluation)

4.Surveillance (does the product in the marketplace continue to meet qualification criteria)

In many instances, prior to applying for certification, a product supplier will send a product to a testing laboratory (some certification schemes require the product to be sent out for testing by

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the product certifier instead). When the product to be certified is received at the testing laboratory, it is tested in accordance with the laboratory's internal procedures and with the methods listed in the test standards specified by the certification scheme. The resulting data collected by the testing laboratory, and is then forwarded either back to the manufacturer, or directly to the product certifier.

The product certifier then reviews the product supplier's application information, including the testing data. If the certifier's evaluation concludes that the test data shows that the product meets all required criteria as listed in the certification scheme, and the decision maker(s) of the product certifier concur with the evaluation, then the product is deemed "certified" and is listed in a directory which the Product certifier is required to keep. ISO Guide 65 requires that the final decision to grant or not grant certification be made only by a person or group of persons not involved in the evaluation of the product.

Products often need periodic recertification, also known as surveillance. This requirement is typically identified within the certification scheme that the product is certified to. Certification bodies may require product suppliers to perform some sort of surveillance activity, such as pulling sample products from the marketplace for testing, in order to maintain their "listed" or "certified" status. Other examples of Surveillance activities include surprise audits of the manufacturing plant, supervision of the manufacturing and/or testing process, or a simple paperwork submittal from the supplier to the product certifier to ensure that the certified product has not changed. Other causes for recertification may include complaints issued against the product's functionality which would require removal from the marketplace, and expiration of the original certification. These lists of examples are by no means all inclusive.

Some certification schemes, or the product certifiers which operate those Schemes, may require that the product supplier operate a Quality Management System registered to ISO 9000, or that the testing be performed by a laboratory accredited to ISO 17025. The decision to set these requirements is most often made by the person or group which owns the Certification Scheme.

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BUSINESS ORGANIZATIONS

Business organizations are established to provide for material wants (i.e. goods and services) and commercial wants (i.e. banking, insurance) in society. The basic forms of private business organizations are sole proprietorships, partnerships and corporations.

Sole proprietorship is a business owned and controlled by one person. A single person who owns and runs a business is known as a sole proprietor. Sole proprietorship is the oldest, simplest, and most common of all types of businesses. Because the financial resources available to one person often are limited, sole proprietorships are enterprises that require small amounts of capital to start and operate. Many doctors, dentists, lawyers, and bakers organize as sole proprietors to provide professional services.

Partnership is a business that is owned and controlled by two or more people. As in the case of sole proprietorships, partnership is a business that requires relatively small amounts of money to start and operate. A partnership begins when two or more people agree to operate a business together. Partnership can be general or limited. In order to avoid later conflicts, the partners usually formulate a written agreement called a partnership contract. A partnership contract distributes all profits and losses. It also details the specific responsibilities of each partner.

Corporation is a business organization that is owned by shareholders (i.e. the individuals who invest in it by buying shares of stock). Often hundreds and even thousands of small investors own the shares in a single corporation. That is why the owners elect a board of directors. The board of directors hires individuals to manage the corporation. These individuals include the president and other administrators of the company.

A corporation can do everything that a sole proprietorship or a partnership can do. It can, for example, buy property and resources, hire workers, make contracts and produce and sell products. A corporation may be either publicly owned or closed. In a publicly owned corporation shares can be purchased by anyone who chooses to invest in the business. A closed corporation is owned by a limited number of shareholders. People outside of this limited group may not buy shares in the corporation.

Profitability is the main aim of private organizations but it is important to realize that a business will have other aims. These include:

1. Survival: most of the time firms will not be worried about

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this. However, in times of economic difficulty — such as recession

— surviving will become an important short-term aim of the firm. In order to survive, the firm may have to discharge workers and close some of its factories.

2.Growth: not all firms want to grow continually but growth is closely connected with survival. Very often, particularly for firms in highly competitive situations, e.g. computing and electronics, growth and development are the only way to survive.

3.Image: how the public at large views a company can be particularly important, and to this end a number of companies have public relations departments that have specific responsibility to improve the image of the company.

JOINT VENTURE

Russian enterprises have a right to set up joint ventures on Russian territory with foreign firms. A joint venture can be created between any number of foreign and Russian enterprises. A joint venture has limited liability. It should be self--supporting and selffinancing. Joint ventures offer foreign investors direct access to the Russian market. It may be set up in any branch of Russian economy: agriculture, industry, trade, construction, service industry, etc. The main features of interest to the Russian participant are: to satisfy the requirements for the domestic markets; to attract foreign technology and foreign management experience; to improve the export base of Russia and reduce irrational imports by means of import substitution.

If the parties want to form a partnership, a Protocol of Intent is normally signed. A joint venture becomes a juridical person after it has been registered with the Ministry of Finance. The foundation documents and the Feasibility Study are the most important documents for the application procedure. The foundation documents include the Agreement between the partners on the establishment of a joint venture and the, Charter or Statute of a joint venture. These documents outline the legal status of a joint venture, the funds raised, Management and Personnel and some other provisions. The feasibility Study is jointly prepared by the partners involved. It covers the objective of the company, the working capital, the product to be manufactured, the marketing possibilities, the technical back-up of a project.

Only after the registration the company may open a bank account and conclude agreements and contracts in its own name. A

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