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Introducing new information

Here's some basic information.

Let me add a few figures.

Let's have a look at some statistics.

What are our strengths?

Ending the presentation

To conclude, I want to tell you about our future plans.

Finally, a few words about our new project.

Thanks very much for listening to my talk.

Thanks for coming to my presentation.

TEXT III . TRIUMPH

A Bruno Tagliaferri is UK Sales Manager at Triumph, the British motorcycle manufacturer. Read the first part of the interview. What three reasons does he give for Triumph's success?

(I = Interviewer, ВТ = Bruno Tagliaferri)

I. Bruno Tagliaferri, Triumph has been very successful in relaunching the company and increasing its sales. What are the reasons for its success?

ВТ Well, I think there are a number of reasons. Firstly. I think Triumph has a very strong brand name. It's a model that goes back to the early 1900s. It's possibly still one of the strongest names in motorcycling, so we've been able to build on our reputation and on the name. Secondly, we've developed new models which have attracted people's attention. We've invested a lot of money in these models, and they've helped us to compete with other companies in the motorcycle industry. The third reason for our success is, I believe, we've given the bike a very up-to-date look. We've focussed on styling and also on the quality of our product.

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It's taken a bit of time to build up sales, but we've done well in the first nine years, and we are now a serious alternative manufacturer.

Complete this extract from the first part of the interview.

We've focussed on ……………1 and also on the ……………… 2 of our product.

It's taken a bit of time to build up ………………………… 3, but we've donewell

in the first nine years, and we are now a ………………4 alternative ………………..5.

B

Which of the following statements do you think are true?

1 The key markets are those in which the most motorcycles are sold.

2 In France, Triumph has its own subsidiary.

3 Triumph has its own staff in all its overseas markets.

4 Triumph has a poor dealer network which needs to be improved.

5 Buyers of motorcycles are enthusiastic, but they do not know a lot about motorcycles.

6 More than 8o% of Triumph's production is sold abroad.

7 France is Triumph's largest market in Europe

Read the second part of the interview and compare your ideas.

I. Most of your sales are exports. How do you create interest abroad?

ВТ Well, to create interest abroad, firstly in our key markets, those are the markets with volume sales, we've got subsidiaries, so they're companies we wholly own; America, Germany and France are key motorcycle markets. From day one, we've had our own staff and local staff in subsidiaries. In other markets we've got very good distributors. So, through those two routes, subsidiaries and distributors, we have a strong dealer network. The dealers are very professional at marketing, so we can launch all of their new models with a very strong PR campaign and support the dealers' local marketing.

I What else can you tell me about your distribution in key markets?

ВТ We want the dealers to strongly promote motorcycling. They must have a subnetwork of dealers who are positive and enthusiastic about our company. When you're selling motorcycles, you're selling a product to people who are very knowledgeable. So you need people at a retailing level who are knowledgeable and enthusiastic about the product and able to sell it in the face of strong competition.

We've been successful in creating interest abroad. In fact, today over 80 percent of what we manufacture here goes to export markets. The key markets, the markets with the greatest potential, as I said before, are America, where Triumph Meriden traditionally sold the majority of its products; Germany, which is our largest market in Europe; and France.

C Discuss these questions.

1 Which brands of motorcycle are most popular in your country?

2 What kinds of people buy motorcycles?

3 Should your government encourage people to use motorcycles in large cities?

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TEXT IV. WHAT IS A SUCCESS?

A What makes a successful company? Complete the sentences with words and phrases from the box.

demand grow control market share profit market leader

1 A successful company has to make a -------------------.

2 There has to be a ------------------------- for your products.

3 The most successful companies----------------------- the market.

4 Successful companies have a bigger percentage of sales than their competitors. They have a bigger ------------------------ .

5 A company that has the biggest sales or the best selling product in the market is the -------------------------------. .

6 Successful companies are always finding new markets and new opportunities to

---------------------------- .

B Jake Goldrick, CEO of a medium-size technology company, explaining what makes a company successful. Check your answers to the extracts above.

Jake Goldrick

What makes a company successful?

To begin with, of course, a successful company has to make a profit. That means that it has to keep costs as low as possible - the cost of manufacturing, for example. Secondly you need to make big sales so there has to be a demand for your products. And of course, you want to be competitive. If your competitor brings out a better product, you can lose customers. The most successful companies control the market. That means they have a bigger percentage of sales and a bigger market share than their competitors. Their product is market leader. It sells more than any other product in that sector.

Another factor for success is growth. No company wants to stand still. Successful companies are always finding new markets and new opportunities to grow.

C Answer the questions.

1 What can companies do to make more profit?

2 What happens if a competitor brings out a better product?

3 What does Jake mean when he says that 'no company wants to stand

D Speaking

Think of a successful company that you know. What makes it successful?

TEXT V. Read the article .

Why do you think PJ Smoothies is a successful company?

Find out when these things happened.

1 Harry Cragoe lived in California.

2 Harry Cragoe and Patrick Folkes founded PJ Smoothies.

3 Cragoe and Folkes imported smoothies from America from 19... to 19...

4 They started production in the UK.

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PASSION INTO PROFIT

Harry Cragoe first tried a fruit smoothie in California in the early 1990s. He had no idea then that he was on the road to corporate success. Now he heads a multi-million-pound company — and it's all because of his passion for healthy eating.

'When I arrived in Los Angeles, I rented an apartment near the beach,' he remembers. 'I was very English, very white and overweight. Everyone was focused on looking good and being healthy. There were juice bars that sold drinks called smoothies and I loved them.'

When he returned to Britain, he found they weren't available. 'All you could find were cartons of apple or orange juice. I could see there was a real opportunity.'

Cragoe sold his flat, car and investments and flew back to California. He returned with a cool box packed with frozen drinks and persuaded a friend, Patrick Folkes, to help him import and sell them.

They founded PJ Smoothies in 1994. Initially, the firm imported frozen smoothies from America, but the business grew quickly and they didn't have the stock to meet demand. 'Up to then, we just imported the finished product,' Cragoe says. 'If a store ordered 200 bottles, we began defrosting.'

In 1996 Cragoe decided to set up production in Britain. He found a factory site in Nottingham, equipped it and began production. Since then, PJ Smoothies has gone from strength to strength. The company is now Britain's market leader in the fresh drinks sector, controlling just under 50% of the market. Cragoe sells more than 250,000 drinks a week in summer to big supermarkets.

There have been problems along the way. Cragoe lost £30,000 when his distributor went bankrupt, leaving him with hundreds of boxes of juice to distribute. But he has never lost confidence in his concept.

'Most of all, you've got to have fun,' he says. 'You must feel really passionate about what you're doing.'

Glossary

smoothie a mix of fruit juice and fruit puree which is thicker than normal juice

defrost make frozen goods warmer so that they are not frozen

A. Answer the following questions.

1 Why did Cragoe think that smoothies were good?

2 Why did he decide to sell smoothies in the UK?

3 How did he finance the new business?

4 Why did he start production in the UK?

5 What is PJ Smoothies' market share?

6 Who or what are PJ Smoothies' main customers?

7 How did Cragoe lose £30,000?

8 Does Harry Cragoe think it is possible to run a business when you don't enjoy it?

B. Speaking What soft drinks are popular in your country?

C. Do you have an idea that you feel passionate about? Can you imagine setting up a business to sell this idea? What sort of business?

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TEXT VI. SETTING UP A NEW BUSINESS

A. Work in small groups. Make a list of some of the things that are important to do before you start a new business.

B. Alan Martin, a young entrepreneur, describes five important steps for setting up a business. Read and complete the chart below. Did you have the same ideas as Alan?

Alan Martin

Well, the first step, of course, is to develop a new product idea. Many people decide to start a business because they have a good idea.

But you have to remember that about 80 per cent of new business ideas fail. Usually it's because people don't understand the market. So the second step is to conduct market research. Yourresearch should answer two key questions. First, is there a demand for your product or service? Second, who are your competitors?

When you know you have a market, the next step is to prepare a good business plan. Your business plan helps you to focus on what you want to do. It also helps with the fourth step: getting finance.

You have to decide what type of business you want to have, your goals, your product or service and its key selling points. In the plan, you also need to show that you can run the business. So you include information about staff, management, production, marketing and, of course, finance. This shows that you know how to run a business. But the most important step is the fifth one: to build a customer base. You need a number of regular customers who come back to you year after year. A strong customer base is key to making a success of your business.

Step 1: Develop ----------------------------------------------

Step 2: Conduct -----------------------------------------------

Step 3: Prepare a good ----------------------------------------

Step 4: Get -------------------------------------

Step 5: Build a ---------------------------------------------

C.Answer the questions.

1 What percentage of business ideas fail?

2 Why do they fail?

3 What two questions does your market research need to answer?

4 What two things does a business plan help you to do?

5 What does it usually include? Name three things.

6 Which step does Alan think is the most important? Why?

D. Speaking Alan says that most businesses fail because people don't understand the market. What other reasons for failure can you think of?

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TEXT VII.CAREERS

The career ladder

Before you read

In your organisation, or one you would like to join, is there a clear career ladder? What must you do to succeed in climbing the ladder?

Read this article from the Financial Times and answer the questions.

The unspoken rules of career success

Teri Fisher

I had been to business school, but nothing I had learnt there provided an answer to what I saw in my first working year: I discovered that the person being promoted above others in my organisation was not always the most knowledgeable or hardest working. New rules - 'unspoken rules' - seemed to explain the differences between, say, an employee's performance review and the way his or her career actually developed. I realised that I needed to learn these rules fast or risk being left behind.

Here are five of the most important:

1 Understand how you are seen.

2 Ask for and give honest and direct feedback.

3 Play by the rules until you are in a position to change them.

4 Work with, not against, the style of the people you deal with.

5 Don't be a victim of your career -take charge and make your own choices.

From the Financial Times