《商務(wù)英語綜合教程》（高級）參考答案

《商務(wù)英語綜合教程》（高級）作者:?；勖?、盧小軍SuggestedAnswersUnit1StartingUpA.Choosethesentencehalvesfroma,b,c,dlistedbelow.1.d2.c3.b4.aB.PossibleAnswers1. Appraisaloffersavaluableopportunitytofocusonworkactivitiesandgoals,toidentifyandcorrectexistingproblems,andtoencouragebetterfutureperformance.2. Performanceappraisalprovidesemployeeswithrecognitionfortheirworkefforts.3. Performanceappraisaloffersanexcellentopportunity—perhapsthebestthatwilleveroccur—forasupervisorandsubordinatetorecognizeandagreeuponindividualtraininganddevelopmentneeds.4. Performanceappraisalcanmaketheneedfortrainingmorepressingandrelevantbylinkingitclearlytoperformanceoutcomesandfuturecareeraspirations.5. Performanceappraisalcanprovidearegularandefficienttrainingneedsauditfortheentireorganization.C.Possiblecluesforthediscussion1. Tellmewhatyouwantmetodo.2. TellmehowwellIhavedoneit.3. Helpmeimprovemyperformance.4. Rewardmefordoingwell.D.Completethedescriptionofemployee’sevaluationwithexpressionsfromthebox.1.legitimate2.tension3.priorities4.clash5.process6.recoilfrom7.anxietyanddistress8.servetheneedsof9.objectively10.balancedReadingA. Matchthewordsandphraseswiththeirdefinitions.1.d2.a3.e4.c5.bB. Readthearticlebelowquicklyandanswerthefollowingquestions.1. Performanceappraisalbeganasanattempttorationallycorrelaterewardsandoutcomes.2. Suchasmoraleandself-esteem.3. Beganfromthe1950s.C. Readthearticleagainandchoosethecorrectanswerfroma,b,c,d.1.d2.b3.c4.d5.dD. DecidewhetherthefollowingstatementsareTrueorFalse.1. T2.F3.F4.F5.F6.TE. Matchthetermswiththeirexplanationsfroma-jinthefollowingbox.1.d2.b3.f4.j5.e6.c7.i8.a9.h10.gHighlightsPerformanceAppraisalTerms&ExamPracticeA. Fillintheblankswiththeappraisaltermsfromthebox.1. perceivedmeaning2. selectiveperception3. haloeffect4. hornseffect5. centraltendency6. feedback-seeking7. constructiveevaluation8. traitrelevanceB. Identifytheappraisalmethodsforthefollowingstatements.1.MBO2.MBO3.EM4.EM5.RSC. Listentothepassageabouttheratingscalemethodandfillouttheblanks.1.ahighdegreeofstructure2.traitorcharacteristic3.abipolarscale4.employeeattributes5.initiative6.punctuality7.natureandscope8.relevanttotheappraisee’sjob9.legalaction10.discriminationScript:Theratingscalemethodoffersahighdegreeofstructureforappraisals.Eachemployeetraitorcharacteristicisratedonabipolarscalethatusuallyhasseveralpointsrangingfrom“poor”to“excellent”(orsomesimilararrangement).Thetraitsassessedonthesescalesincludeemployeeattributessuchascooperation,communicationsability,initiative,punctualityandtechnical(workskills)competence.Thenatureandscopeofthetraitsselectedforinclusionislimitedonlybytheimaginationofthescale’sdesigner,orbytheorganization’sneedtoknow.Theonemajorprovisioninselectingtraitsisthattheyshouldbeinsomewayrelevanttotheappraisee’sjob.Thetraitsselectedbysomeorganizationshavebeenunwiseandhaveresultedinlegalactiononthegroundsofdiscrimination.D. Listentothepassageabouttheadvantagesofratingscalemethods.Notedowntheadvantages.1.theyarestructuredandstandardized2.ratingstobeeasilycomparedandcontrasted—evenforentireworkforces3.equalityintreatmentforallappraisees4.standardmeasuresofperformanceacrossallpartsoftheorganization5.easytouseandunderstand6.thesimpleandefficientlogicofthebipolarscaleScript:Thegreatestadvantageofratingscalesisthattheyarestructuredandstandardized.Thisallowsratingstobeeasilycomparedandcontrasted—evenforentireworkforces.Eachemployeeissubjectedtothesamebasicappraisalprocessandratingcriteria,withthesamerangeofresponses.Thisencouragesequalityintreatmentforallappraiseesandimposesstandardmeasuresofperformanceacrossallpartsoftheorganization.Ratingscalemethodsareeasytouseandunderstand.Theconceptoftheratingscalemakesobvioussense;bothappraisersandappraiseeshaveanintuitiveappreciationforthesimpleandefficientlogicofthebipolarscale.Theresultiswidespreadacceptanceandpopularityforthisapproach.E. ListentothepassageaboutMBOmethodsandfillouttheblanks.1.results-oriented2.predeterminedworkobjectives3.thesupervisorandsubordinate4.self-audit5.achievetheobjective6.strengthsandweaknessesScript:MBO(managementbyobjectives)methodsofperformanceappraisalareresults-oriented.Thatis,theyseektomeasureemployeeperformancebyexaminingtheextenttowhichpredeterminedworkobjectiveshavebeenmet.Usuallytheobjectivesareestablishedjointlybythesupervisorandsubordinate.Anexampleofanobjectiveforasalesmanagermightbe:Increasethegrossmonthlysalesvolumeto$250,000by30June.Onceanobjectiveisagreed,theemployeeisusuallyexpectedtoself-audit;thatis,toidentifytheskillsneededtoachievetheobjective.Typicallytheydonotrelyonotherstolocateandspecifytheirstrengthsandweaknesses.Theyareexpectedtomonitortheirowndevelopmentandprogress.F. WritingPractice(187words)DearMrs.Tay,Iwritetheletterinthehopeofseparatingemployees’performanceappraisaloutcomesfromtheirrewardoutcomes,includingpayincrease,promotionopportunityandthelike.Asweknow,annualperformanceappraisaloffersusemployeesavaluableopportunitytofocusonworkactivitiesandgoals,providesuswithrecognitionofourworkeffort.Thiscanhaveapositiveinfluenceontheindividual’ssenseofworth,commitmentandbelonging.However,ratherthanbeingwillingtoopenlydiscussourperformance,weappraiseesbecomeanxiousanddefensive.Theappraiseeisnoteagertoadmittoanythingthatmightimpairourchanceofapayriseorotherrewards.Also,thereisadeepironythatwhilehavingexcellentsystemsofappraisal,ourcorporationallowsitsmeritpayandpromotiondecisionstobemadebyoneortwosuperiorsormanagers.Thereisevidencethatincongruitybetweenappraisalresultsandlaterpayandpromotionoutcomesisasourceofemployeediscontentandde-motivation.Wewouldgreatlyappreciateitifyoucouldconsideroursuggestioncarefully.Wearelookingforwardtoyourfavorablereply.Yourssincerely,CatherineZhouSalesrepresentativeG. TranslatethefollowingintoChineseorEnglish.評價(jià)員工績效的方法很多，但不外乎是客觀判斷與主觀判斷兩大類?？陀^判斷以某些可計(jì)量的指標(biāo)作為評估標(biāo)準(zhǔn)。產(chǎn)出數(shù)量、銷售額、殘次品數(shù)量、保險(xiǎn)索賠數(shù)額等都是客觀的可度量的數(shù)量指標(biāo)。主觀判斷方法比客觀判斷方法應(yīng)用得更頻繁。它需要管理者依照某種標(biāo)準(zhǔn)來判斷或評價(jià)員工們的績效水平。Nomatterwhichappraisaltechniqueisused,theresultsshouldbediscussedwiththeemployeesoonaftertheevaluationiscompleted.Themanagershouldexplainthebasisforpresentrewardsandshouldlettheemployeeknowwhatheorshecandotoberecognizedasabetterperformerinthefuture.Theinformationprovidedtoanemployeeinsuchdiscussioniscalledperformancefeedback.BusinessSkillsFillingOutPerformanceAppraisalFormTask1:7JobPerformanceItems:JobKnowledge,WorkQuality,WorkRate,Communications,InterpersonalRelationships,PolicyCompliance,AttendanceTask2:PossibleAnswerTheEmployeehasapoorattendance.Heisoftenlateforworkorarrivesjustatstartingtime.Healsoaskssickleaveswhenheisnotactuallysick.Theemployeeisnotclearaboutthesafetymanual.Heviolatessomesafetyinstructionsandcausessomedangersorlosses.Hesometimesdoesnotreporttheunsafeworkingconditions.Theemployeehasapoorteamworkperformance.Forinstance,theteammeetingistheonlyteamactivity.Worsestill,histeamwastestimeincomplainingratherthandoingsomethingproductive.Asaresult,theteammemberscanhardlyreachanydecisions.Meanwhile,theemployeeseldomaskshisteammemberstoairtheirideasabouthowtoimproveteamwork,somoreinteractionsandcommunicationsarebadlyneeded.Task3:PossibleAnswersTip1:HRcanarmmanagerswiththetoolsandinformationneededtoengageassociates.Tip2:HRleadersalsoneedtohelpassociatesrealizethatengagementistheirpersonalresponsibility.Tip3:Employeesneedtodefineforthemselveswhatmakesthemhighlyengagedandthendothosethingsasoftenastheycan.Tip4:It’suptoHRtohelpmaketheworkexperienceapersonalone,tohelpmanagersandemployeesfeelastrongpersonalcommitmentandconnectiontothecompany’svaluesandgoals.CaseStudyTask1:PossibleAnswers1. Annually;Theemployee’simmediatesupervisor.2. Itliterallydeterminedthesizeoftheemployee’sannualpayrise.3. Morethan95percentofemployeeswereeither3s,4sor5s;thatis,thespreadofratingsheavilyfavoredthehigherendofthescale.4. XeroxeventuallyreplacedthissystemwithanMBO/essayformofappraisal.Theyabandonedratingscalemethodscompletely.5. Becauserewardoutcomesaresocloselylinkedtothesizeofaratingonafivepointscale.Task2:PossibleAnswerOneofthemostcommonmistakesinthepracticeofperformanceappraisalistoperceiveappraisalasanisolatedeventratherthananongoingprocess.Employeesgenerallyrequiremorefeedback,andmorefrequently,thancanbeprovidedinanannualappraisal.Whileitmaynotbenecessarytoconductfullappraisalsessionsmorethanonceortwiceayear,performancemanagementshouldbeviewedasanongoingprocess.Manyappraisershaveavestedinterestinmakingtheirsubordinates“l(fā)ookgood”onpaper.Appraiserswill,forallsortsofreasons,deliberatelydistorttheevaluationsthattheygivetoemployees.Task3:PossibleAnswerThisemployeedemonstratesgoodtoverygoodperformance,abovethenormalstandardforthejob.Relevantskillsandabilitiestendtobestronglydevelopedandareappliedwithconsistentgoodefforts.Unit2StartingUpA.Discussthetaskswithyoupartner.PossibleAnswers1. Inmanyorganizations,performancecoachinghasbeenlimitedtoyearlymeetingsinwhichmanagersinformtheiremployeesofthedeficitstheyexhibitedthatyear. Whatisneededinsteadismoreongoing,timely,andproductivefeedbackthatcanbeusedtoimproveemployeeperformance.2. Atthebeginningoftheperformance-appraisalperiod,itisimportantformanagerstooperationallydefinetheexpectationsforeachemployee. Duringtheperformance-appraisalperiod,itisimportantformanagerstoobserveeachemployee’sperformance,obtainfeedbackontheirperformancefromothers,reviewprogresstowardsgoals,providefeedbacktotheemployee,andadjustgoalsasnecessary. Theendingstageoftheperformance-appraisalperiodinvolvesprovidingindividualfeedbackinacounselingsession.Thiscounselingsessionisintendedtoconcludeonefeedbackcycleandbeginanother.Duringthissession,itisimportantformanagerstocompareemployees’self-evaluationswiththeirownobservationsandadditionaldata.B. Decidethereadinesslevelaccordingtothedescription.1.Readinesslevel3(R3)2.Readinesslevel4(R4)3.Readinesslevel2(R2)4.Readinesslevel1(R1)C. PossiblecluesforthediscussionSpecific-Aspecificgoalshouldbe:Detailed,Focused,Well-defined,Straight-forward,Action-oriented,startwithwordssuchasdevelop,implement,execute,conduct,build.Measurable-Establishconcretecriteriaformeasuringprogresstowardtheattainmentofeachgoalyouset.Attainable-Makesurethatyoucanactuallyaccomplishthemandtheyarenotjustavision.Theyshouldchallengeyoubutnotbeunattainableandcausefrustration.Relevant-Dotheindividualgoalsalignwiththedepartmentgoalsorcompanygoals?TheTime-bound-Havespecificdeadlinesforcompletionandcreatessufficienturgencyandleadstoaction.ReadingA. Matchthewordsandphraseswiththeirdefinitions.1.e2.d3.a4.b5.cB. Readthearticlebelowquicklyandanswerthefollowingquestions.1. Baselineperformanceiswhatemployeesarecurrentlyperformingandcanbemeasuredviaproductivity,quality,time,andcost.2. Information,resources,andincentives.3. Theirknowledgeandskills,capacitytolearn,andmotivesforworking.4. Traininginterventionsmayincludeclassroominstruction,self-study,mentoring,coaching,andcomputer-basedtraining.C. Readthearticleandchoosethecorrectanswerfroma,b,c,d.1.b2.c3.b4.b.5.bD. Matcheachwordintheboxfromthearticlewithitsexplanationlistedbelow.1.c2.g3.e4.f5.a6.j7.d8.b9.h10.iE. DecidewhetherthefollowingstatementsareTrueorFalse.1. T2.F3.F4.F5.F6.THighlightsPerformanceTerms&ExamPracticeA. Matchtheperformanceterms1-8withtheChineseequivalentsa-h.1.g2.d3.e4.f5.b6.h7.c8.aB. Matchthesentencehalves.1.b2.c3.d4.a5.f6.eC. Choosethetermsofraterbiasfromtheboxbasedonthefollowingdefinitions.1.Attractivenesseffect 2.Attributionbias 3.Firstimpressionerror4.Highpotentialerror 5.Negativeandpositiveskew 6.Pastperformanceerror7.Recencyeffect 8.Similartomeeffect 9.StereotypingD. ListentothepassageaboutSWOTanalysisandfillouttheblanks.1.strategicbalancesheet2.thestrengths3.theweaknesses4.theopportunities5.analyticaltools6.preferred7.respondeffectively8.externalandinternalcontexts9.avisionandastrategy10.provideinformationScript:ASWOTanalysisisastrategicbalancesheetofanorganization;thatisthestrengthsoftheorganization,theweaknessesoftheorganization,theopportunitiesfacingtheorganization,andthethreatsfacingtheorganization.Itisoneofthecornerstoneanalyticaltoolstohelpanorganizationdevelopapreferredfuture.Itisoneofthetimetestedtoolsthathasthecapacitytoenableanorganizationtounderstanditself.Torespondeffectivelytochangesintheenvironment,wemustunderstandourexternalandinternalcontextssowecandevelopavisionandastrategythatlinkthetwo.Weneedtoweavetogetherourunderstandingofourorganizationandouractionstodevelopafuture.ThepurposeoftheSWOTanalysisistoprovideinformationonourstrengthsandweaknessesinrelationtotheopportunitiesandthreatsweface.E.ListentothepassageabouttheoutcomeofaSWOTanalysisandfillouttheblanks.1. toarriveatadeeperlevelofinsight2. anintimateknowledgeandunderstandingoftheorganization’sstrengthsandweaknesses.3. anidentificationofdistinctivecompetencies4. itprovideslearningandknowledgevitaltotheorganization’ssurvivalandprosperity5. anunderstandingofourboundariesandthedevelopmentofboundary-spanningskillsandinsighttohelpnavigatethechangingenvironmentwefaceScript:Amajorpurposeofanystrategicdiscussionistoarriveatadeeperlevelofinsight.Anyresponsetothreatsandopportunitiesmustbebasedonanintimateknowledgeandunderstandingoftheorganization’sstrengthsandweaknesses.OneoutcomethatshouldfollowaSWOTanalysisisanidentificationofdistinctivecompetencies.ThebenefitsofaSWOTanalysisarethatitprovideslearningandknowledgevitaltotheorganization’ssurvivalandprosperity.NuttandBackofftalkaboutSWOTasaclarifierofthe“tensionfields”inorganizations.Itisajuxtapositionoftheyingandtheyangoforganizations.AnotheroutcomeoftheSWOTanalysiswhichisbecomingextremelyimportantisanunderstandingofourboundariesandthedevelopmentofboundary-spanningskillsandinsighttohelpnavigatethechangingenvironmentweface.F. Listentothepassageaboutgroupnormsandfillouttheblanks.1. beresistantto2. lengthofbreaks3. seekoutforsupport4. shapepositivegroupnorms5. meetorexceed6. subparScript:Establishingproductivegroupnormsisanimportantpartoftheteamdevelopmentprocess.Groupnorms,whichcanformquicklyandberesistanttochange,arebestseenintheinformalleaders’behavior.Thesenormsmayinfluencefactorssuchasappearance,workpace,lengthofbreaks,quantityandqualityofproduction,andcost.Formalleaderswhoarealsoconsideredtobeinformalleadersthatemployees’seekoutforsupportwithproblemshaveagreaterpowertoshapepositivegroupnorms.Whengroupnormsmeetorexceedperformancestandards,employeeswillexceedexpectations;however,whengroupnormsarelowerthanperformancestandards,subparemployeeperformancewilllikelyfollow.G. TranslatethefollowingintoChineseorEnglish.補(bǔ)償金通常以基薪和/或浮動(dòng)薪酬形式發(fā)放。基薪基于員工在公司中擔(dān)任的角色及完成那個(gè)角色市場所需要的專業(yè)知識。浮動(dòng)薪酬基于員工擔(dān)任那個(gè)角色所取得的業(yè)績，例如他或她在一年中目標(biāo)完成情況。獎(jiǎng)勵(lì)計(jì)劃，例如獎(jiǎng)金計(jì)劃，是一種浮動(dòng)薪酬形式。有些計(jì)劃包括基本工資和浮動(dòng)薪酬。Effectivemanagementofpeopleinabusinesswillrequirethatyouhaveanunderstandingofmotivation,jobdesign,rewardsystemsandgroupinfluence.Whenyouhaveeffectivemanagementofyouremployeesyourbusinessshouldrunbetter.Someofthewaysthatyoucaneffectivelymanageyouremployeesistounderstandwhatmakesthemwork.Mostpeoplewilldowellwithanytypeofrewardsbeitmonetaryornot.Allpeopleliketoberecognizedforajobwelldone.BusinessSkillsEmployeePerformanceReviewTask1:JobKnowledge:3 Quality:5Innovation:1 ProblemSolving:2Planning&Organization:5 Teamwork:3Task2:PossibleAnswerCommunicationsMikedisplaysverygoodverbalskills,communicatingclearlyandconcisely.Heexhibitsgoodlisteningskillsandcomprehendscomplexmatterswell.Hiswrittencommunicationsskillsmeettherequirementsofhisposition,andhekeepsothersadequatelyinformed.However,Mikeoccasionallyselectsinappropriatemethodsofcommunication.ManagingPeopleMikeprovidescleardirectionandhaslittleproblemgainingcompliancefromothers.Heprovidesconsistent,valuableperformancefeedback,andhededicatesconsiderableefforttodevelopingtheskillsofhissubordinates.Mikeincludessubordinatesinmostplanning,andhetakesresponsibilityforhissubordinates’activities.However,therehavebeentimeswhenhedidnotmakehimselfavailableenoughtosubordinates.LeadershipMikequicklyassumesastrongleadershiprolewhenactionisneeded.Heinfluencesotherstoperformbetter.However,hewouldbeastrongerleaderifheexhibitedgreaterconfidenceinhimselfaswellasinothers.Uponoccasion,hisactionshaveresultedinalackofrespectandtrustfromothers.Mikehasreactedpoorlyinpressuresituations.TeamworkMikegivescandid,constructivefeedbacktoteammembersand,inturn,activelyrequestsfeedbackfromthem.Heisaleaderinbuildingastrongteamspiritandidentity.Allhisactionsaredirectedtowardthesuccessoftheteamoverhisowninterests.Heexhibitsahighdegreeofopennessandobjectivitytotheviewsofothers.Mikehasbeenabletobalancetheneedsoftheteamwithhisindividualresponsibilities.Recruitment&StaffingMikesuccessfullyutilizestherecruitmentsourcesavailabletohim.Hisanalysisandforecastingofstaffingneedsareaccurateandeffective.Forthemostpart,heexhibitsgoodinterviewingskillsandtechniques.Asheinterviewscandidates,heusuallyoffersapositiveyetrealisticviewoftheorganization.Hisselectiondecisionsgenerallyresultinsuccessfulhires.DelegationMikeactivelyusesdelegationtobettermanagetheworkloadofhisorganization.Heusuallyassignstaskstopeoplebasedontheirskills,experience,strengths,andlimitations.However,hissubordinatesaretoooftennotgiventheadequateauthorityandindependencetocarryouttheresponsibilitieshishasdelegatedtothem.WhenMikedelegateswork,heneedstobeclearerindefiningexpectationsandthentomonitorthoseactivitiesregularly.Further,hesometimesdoesnotadequatelyrecognizeorgivecredittopeoplefortheresultsofworkhehasdelegated.

Task3:PossibleAnswerReportonResponseofEmployeePerformanceAppraisalsIntroductionIwritethisreporttopresenttheresultsoftherecentsurveyofemployeeperformanceappraisals.IbasethefindingsoninterviewwithemployeesandtheresultsbasedontheEvaluationFormforEmployeesfromalldepartmentswithinthecompany.FindingsAnumberofemployeesclearlysufferfromalackofmotivationasaresultofdissatisfactioninthemanneroftheirmanagersandsupervisorsinevaluatingtheirwork.Theyconsiderthisso-called“AllEnjoyEquality”unfair.Theperceptionthatmanagersandsupervisorsareunappreciativeoftheireffortsisparticularlynoticeableinseveraldepartments.ConclusionWeconcludethatthereissignificantimportanceofmeritratingsbasedonemployeeactualworkperformanceinthecompany.Anyignoranceofemployeeeffortswillundoubtedlyhaveanegativeimpactontheperformanceofthecompany.Westronglyrecommendthepropermeasurestakenintheprocessofemployeeperformanceappraisals.CaseStudyWalmart’sHumanResourcePlanningTask1:PossibleAnswers1.ThehumanresourceplanningatWalmartisstratifiedintermsoftheprogramsandsolutionsdevelopedandused.2.Throughthisforecastingsystem,Walmartforecastspossiblefuturechangesintheworkforce,suchaschangesperseasonorperregion.3.Inaddressingthesurplusorshortageofemployees,Walmartusesitsinformationsystemtodeterminewhichareasoraspectsoftheorganizationwillfaceincreaseddemandinhumanresourcesandwhichareaswillhaveasurplus.4.Theworkforceplansspecifythenumberofemployeesneededandtherecommendedschedulesforincreasedrecruitment.5.Inbalancingsupplyanddemand,Walmart’sgoalistoensureadequateaccesstoqualifiedworkers.Task2:PossibleAnswerThiscentralizedorganizationalstructurecombinedwithpartialdecentralizationisanacceptableconcept.CentralizationintegratesWalmart’sorganizationsoitfunctionsasoneentity.Decentralizationmakestheorganizationflexibleenoughtofaceneworemergingissuesinthebusiness.ArecommendationforWalmartistoimproveitsjobanalysisandjobdesignbyimplementingmorechannelsofcommunication.Employeescanusethesechannelstogivefeedbacktomanagers.ThischangewillbenefitWalmart’shumanresourcesthroughincreasedemployeemoraleandmoreaccuratejobanalysis.Task3:PossibleAnswerWalmartencountersperformanceproblemslikelowemployeemoraleandtardiness.Walmartcanaddresslowemployeemoralethroughjobrotationandflexibility,incentives,andrecognitionforemployees’highperformance.Thecompanycanaddresstardinessthroughmotivationstrategiesandnewpolicies,suchasrulesimposingamaximumpercentageoftardydayspernumberofworkdays.Unit3StartingUpA.Discussthetaskswithyourpartner.1.PossibleAnswerThejobofSalesisto“sellwhat’sinstock”.ThecompanyhasspecificproductsorservicesandthejobofSalesistosellthosethings.Salesdevelopsrelationshipswithcustomersand/orchannelpartners.AkeyjobofMarketingistounderstandthemarketplacefromtheperspectiveofthecustomerlookingbacktowardsthecompanyandhelpingleadthecompanywhereitshouldbeinthefuture.Marketing’sjobistodirecttheorganizationtowardthesegments,orgroupsofcustomersandchannelswherethecompanycanprofitablycompete.Itshouldhelptheorganizationseehowitneedstomodifyitsproductofferings,pricingandcommunicationsothatitmeetstheneedsofthedistributionchannelorendcustomers.Marketingalsoneedstoconvertthemarketunderstandingintotoolsandtacticstoattractthemarket,build(oftendigital)relationships,anddevelopleads.2.PossibleAnswerASalesManagerisinvolvedinthe‘Sale’ofGoodsandServicesintheFinalLocationoftheShop/RetailOutlet.AMarketingManager,although,isinvolvedincreatingBrandLoyaltyfortheProduct,givingitCompetitiveAdvantageintermsofotherSubstitutes,providingAdvertisementsandPromotionstomotivateConsumersintobuying,andotherAspectsofProductDifferentiation.B.ReadtheintroductionaboutSWOTanalysisandfinishthetasks.1.Strengths:a,d,gWeaknesses:h,j,mOpportunities:b,f,iThreats:c,e,k,l2.FreeAnswerReadingA.Matchthewordsandphraseswiththeirdefinitions.1.e2.c3.b4.a5.dB.Readthearticlebelowquicklyandanswerthefollowingquestions.1. Product,price,promotion,place,people,process,andphysicalevidence.2. Yourclearlydefined,well-packaged,competitively-pricedproductsandservicesarethefoundationofyourmarketing.3. Advertising,personalselling,publicity,short-termpromotions,anddirectmarketing.C.Readthearticleagainandchoosethecorrectanswerfroma.b.c.d.1.d2.a3.c4.b5.dD.DecidewhetherthefollowingstatementsareTrueorFalse.1.F2.T3.T4.T5.F6.FE.Writedownthetermsfromthearticlebasedonthefollowingexplanations.1.mark-up 2.overheads 3.margin 4.recruit5.branding 6.telemarketing 7.mentoring 8.allocationHighlightsMarketingTerms&ExamPracticeA. Matchthemarketingterms1-10withtheChineseequivalentsa-j.1.g2.a3.f4.c5.h6.j7.i8.e9.d10.bB. Matchthesentencehalves.1.e2.f3.d4.b5.c6.aC. Listentothepassageaboutbrandingandfillouttheblanks.1.logo2.customerservicestyle3.staffuniforms4.premises5.setsitapartfrom6.in-depthmarketresearch7.rememberyourbusiness8.launchingabusinessScript:Brandingisawayofidentifyingyourbusiness.Astrongbrandismorethanjustalogo;it’sreflectedineverythingfromyourcustomerservicestyle,businesscards,staffuniformsandpremisestoyourmarketingmaterialsandadvertising.Yourbrandshouldreflectwhatyourbusinessstandsforandwhatsetsitapartfromyourcompetitors—itexpressesthequalities,strengthsand“personality”ofyourbusiness.Creatingastrongbrandinvolvesin-depthmarketresearchtoworkoutwhycustomersshouldbeattractedtoyourbusiness.Astrongbrandwillhelpcustomerstorememberyourbusinessandfeelgreaterconfidencethatyourproductsorserviceswillsuittheirneeds.Brandingshouldbeconsideredintheearlystagesofstartingabusiness—launchingabusinesswithastrongbrandwillgiveyouagreaterchanceofsuccess.D.Listentothepassageaboutmarketingstrategyandfillouttheblanks.1.isrequiredtoallocate2.increaserevenuesorassets3.milestonesorbenchmarks4.spanningnumerousandsometimeswhollyunrelatedindustries5.utilizeitsfiniteresources6.attempttorival7.ashortertermview8.strategicchangeScript:Amarketing