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Ɇɟɬɨɞɢɱɟɫɤɨɟ ɩɨɫɨɛɢɟ «Business Club» (ɞɥɹ ɫɚɦɨɫɬɨɹɬɟɥɶɧɨɣ ɪɚɛɨɬɵ) ɢɦɟɟɬ ɰɟɥɶɸ ɪɚɡɜɢɬɢɟ ɭ ɫɬɭɞɟɧɬɨɜ 1-ɝɨ ɤɭɪɫɚ ɞɧɟɜɧɨɝɨ ɨɬɞɟɥɟɧɢɹ ɷɤɨɧɨɦɢɱɟɫɤɨɝɨ ɮɚɤɭɥɶɬɟɬɚ ɧɚɜɵɤɨɜ ɢɡɜɥɟɱɟɧɢɹ ɢɡ ɨɪɢɝɢɧɚɥɶɧɵɯ ɬɟɤɫɬɨɜ ɩɪɨɮɟɫɫɢɨɧɚɥɶɧɨ-ɰɟɧɧɨɣ ɢɧɮɨɪɦɚɰɢɢ (ɩɨ ɫɩɟɰɢɚɥɶɧɨɫɬɢ «ɦɟɧɟɞɠɦɟɧɬ». Ɇɚɬɟɪɢɚɥ ɦɟɬɨɞɢɱɟɫɤɨɝɨ ɩɨɫɨɛɢɹ ɞɚɺɬ ɩɪɟɞɫɬɚɜɥɟɧɢɟ ɨ ɯɚɪɚɤɬɟɪɟ ɢ ɨɫɨɛɟɧɧɨɫɬɹɯ ɞɟɹɬɟɥɶɧɨɫɬɢ ɦɟɧɟɞɠɟɪɨɜ ɜ ȼɟɥɢɤɨɛɪɢɬɚɧɢɢ ɢ ɋɒȺ, ɨ ɫɩɟɰɢɮɢɤɟ ɢ ɩɪɚɤɬɢɱɟɫɤɨɣ ɪɚɛɨɬɟ ɦɟɧɟɞɠɟɪɨɜ ɜ ɷɬɢɯ ɫɬɪɚɧɚɯ, ɨ ɜɡɚɢɦɨɨɬɧɨɲɟɧɢɹɯ ɦɟɠɞɭ ɨɪɝɚɧɢɡɚɰɢɟɣ ɢ ɪɚɛɨɬɧɢɤɚɦɢ, ɪɚɫɤɪɵɜɚɟɬ ɪɚɡɥɢɱɧɵɟ ɫɩɨɫɨɛɵ ɨɛɳɟɧɢɹ ɜ ɩɪɨɮɟɫɫɢɨɧɚɥɶɧɨɣ ɫɪɟɞɟ, ɫɨɞɟɪɠɢɬ ɧɟɤɨɬɨɪɵɟ ɪɟɤɨɦɟɧɞɚɰɢɢ ɩɨ ɭɩɪɚɜɥɟɧɢɸ ɱɟɥɨɜɟɱɟɫɤɢɦɢ ɪɟɫɭɪɫɚɦɢ ɢ, ɛɟɡɭɫɥɨɜɧɨ, ɩɨɤɚɡɵɜɚɟɬ, ɱɬɨ ɩɪɚɤɬɢɤɚ ɭɩɪɚɜɥɟɧɢɹ ɩɟɪɫɨɧɚɥɨɦ ɬɟɫɧɨ ɫɜɹɡɚɧɚ ɫɨ ɫɬɪɚɬɟɝɢɟɣ ɛɢɡɧɟɫɚ. Ɉɛɭɱɚɟɦɵɦ ɩɪɟɞɥɚɝɚɟɬɫɹ ɨɡɧɚɤɨɦɢɬɶɫɹ ɫ ɦɚɬɟɪɢɚɥɚɦɢ ɩɨɡɧɚɜɚɬɟɥɶɧɨɝɨ ɯɚɪɚɤɬɟɪɚ ɢɡ ɚɧɝɥɢɣɫɤɢɯ ɢ ɚɦɟɪɢɤɚɧɫɤɢɯ ɢɫɬɨɱɧɢɤɨɜ ɩɨ ɪɹɞɭ ɫɭɳɟɫɬɜɟɧɧɵɯ ɜɨɩɪɨɫɨɜ ɦɟɧɟɞɠɦɟɧɬɚ: ɦɧɟɧɢɹ ɦɟɧɟɞɠɟɪɨɜ ɞɪɭɝ ɨ ɞɪɭɝɟ, ɫɩɟɤɬɪ ɜɡɚɢɦɧɵɯ ɭɫɥɭɝ, ɤɨɧɤɪɟɬɧɵɟ ɪɟɤɨɦɟɧɞɚɰɢɢ ɞɥɹ ɭɫɩɟɲɧɨɣ ɫɨɜɦɟɫɬɧɨɣ ɞɟɹɬɟɥɶɧɨɫɬɢ. Ɇɚɬɟɪɢɚɥ ɞɚɧɧɨɝɨ ɦɟɬɨɞɢɱɟɫɤɨɝɨ ɩɨɫɨɛɢɹ ɫɩɨɫɨɛɫɬɜɭɟɬ ɜɵɪɚɛɨɬɤɟ ɭ ɫɬɭɞɟɧɬɨɜ ɪɚɡɥɢɱɧɵɯ ɭɦɟɧɢɣ, ɧɟɨɛɯɨɞɢɦɵɯ ɞɥɹ ɛɭɞɭɳɟɝɨ ɦɟɧɟɞɠɟɪɚ. ȼɫɟ ɡɚɞɚɧɢɹ ɢ ɜɨɩɪɨɫɵ ɧɨɫɹɬ ɤɨɧɤɪɟɬɧɵɣ ɯɚɪɚɤɬɟɪ ɢ ɨɪɢɟɧɬɢɪɭɸɬ ɫɬɭɞɟɧɬɨɜ ɧɚ ɜɧɢɦɚɬɟɥɶɧɨɟ ɩɪɨɱɬɟɧɢɟ ɬɟɤɫɬɚ. ɉɨɫɤɨɥɶɤɭ ɜ ɞɚɧɧɨɦ ɦɟɬɨɞɢɱɟɫɤɨɦ ɩɨɫɨɛɢɢ ɩɪɟɞɫɬɚɜɥɟɧɵ ɭɩɪɚɠɧɟɧɢɹ ɧɚ ɩɪɨɜɟɪɤɭ ɩɨɧɢɦɚɧɢɹ ɢ ɤɥɸɱɢ ɤ ɡɚɞɚɧɢɹɦ, ɪɚɛɨɬɚ ɩɨ ɩɨɫɨɛɢɸ ɦɨɠɟɬ ɨɫɭɳɟɫɬɜɥɹɬɶɫɹ ɫɬɭɞɟɧɬɚɦɢ ɫɚɦɨɫɬɨɹɬɟɥɶɧɨ. ɗɬɨ ɩɪɢɜɟɞɺɬ ɤ ɪɚɫɲɢɪɟɧɢɸ ɫɥɨɜɚɪɧɨɝɨ ɡɚɩɚɫɚ ɨɛɭɱɚɟɦɵɯ, ɭɫɜɨɟɧɢɸ ɛɨɥɶɲɨɝɨ ɨɛɴɺɦɚ ɬɟɪɦɢɧɨɜ ɢ ɫɥɨɜɨɫɨɱɟɬɚɧɢɣ.
ɋɨɫɬɚɜɢɬɟɥɢ
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ɋɨɞɟɪɠɚɧɢɟ Unit 1. Can 'Cannon' be confused with 'Canon'?…………………..…………..5 Unit 2. Money laundering ……………………………………………………..8 Unit 3. The world according to Ernest ……………..………………………...11 Unit 4. Bait for the headhunters ……………………………………………...15 Unit 5. Boy with the secret billion – dollar secret...………………………….18 Unit 6. The personal qualities you need...…………………………………….19 Unit 7. Richard Branson's 10 SECRETS OF SUCCESS…………………………....21 Keys………………………………………………………………………………..22
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UNIT 1. Can 'Cannon' be confused with 'Canon'? The distinctive character of a trademark, in particular its reputation, had to be taken into account in determining whether there was sufficient similarity between the goods and services covered by that and another proposed mark to give rise to the likelihood of confusion. MGM applied in Germany for registration of the word trademark 'Cannon' to be used for video film cassettes and film production distribution and projection for cinemas and television. Canon Kabushiki Kaisha opposed the application on the ground that it infringed its earlier world trademark 'Canon' registered in Germany in respect of, inter alia, still and motion picture cameras, and projectors, and television filming, recording, transmission, receiving and reproduction devices, including tape and disc devices. In the course of the proceedings, it was held, inter alia, that the mark 'Canon' had a reputation, but no importance was to be attached to that fact in deciding whether the marks were relevantly similar. Article 4(1) of Directive 89/104 provides: 'A trademark shall not be registered or, if registered, shall be liable to be declared invalid, if because of its identity with or similarity to, the earlier trademark and the identity or similarity of the goods or services covered by the trademarks, there exists a likelihood of confusion on the part of the public, which includes the likelihood of association with the earlier trademark.' In its judgment the Court of Justice held: The first question was whether the distinctive character of the earlier mark, and in particular its reputation, were to be taken into account in determining the issue of similarity. Furthermore, according to the case law of the Court, the more distinctive the earlier mark, the greater the risk of confusion: since protection of a trademark depended, in accordance with Article 4 (l) b of the Directive, on there being a likelihood of confusion; marks with a highly distinctive character, either in itself or because of the reputation they possessed on the market, enjoyed broader protection than marks with a less distinctive character. It followed that, for the purposes of Article 4 (l) b, registration of a trademark might have to be refused, despite a lesser degree of similarity between the goods and services covered, where the marks were very similar and the earlier mark, in particular its reputation, was highly distinctive. The second question was whether there could be a likelihood of confusion within the meaning of Article 4 (l) b where the public perception was that the goods or services had different places of origin. There was such likelihood of confusion where the public could be mistaken as to the origin of the goods or services. 5
The essential function of the trademark was to guarantee the identity of the origin of the marked product to the consumer or end user by enabling him, with out any possibility of confusion, to distinguish the product or service from others which had another origin. For the trademark to be able to fulfill its essential role in the system of undistorted competition which the Treaty sought to establish, it had to offer a guarantee that all the goods or services bearing it had originated under the control of a single undertaking which was responsible for their quality. Accordingly, the risk that the public might believe that the goods or services in question came from the same undertaking or economically linked undertakings constituted a likelihood of confusion within the meaning of Article 4(l)b. Consequently, in order to demonstrate that there was no likelihood of confusion, it was not sufficient to show simply that there was no likelihood of the public being confused as to the place of production of the goods or services. On those grounds the Court of Justice ruled: There could be likelihood of confusion within the meaning of Article 4 (l) b even where the public perception was that the goods or services had different places of production. By contrast, there could be no such likelihood where it did not appear that the public could believe that goods or services came from the same undertaking or from economically linked undertakings.
Read the following statements. Decide which of them are true according to the article 1. What characteristics of a trademark must be taken into account in this dispute? a) distinctive character and reputation, b) famous trademark. 2. What products are made by the two companies in the text? a) video film cassettes and film distribution, filming, recording, receiving and reproduction devices, b) clothes. 3. Why did Canon oppose the German registration of Cannon? a) they believed it infringed their world trademark, b) they were afraid that the public may be confused. 6
4. Which company used the trademark first - the Japanese company (Canon) or the US one (MGM)?' a) the US company, b) the Japanese company 5. What is the essential function of a trademark? a) it guarantees the identity of the origin of the product, b) it gives the rise to the likelihood of confusion. 6. What confusion must the public be protected against? a) mistaking companies, b) mistaking one brand for another. 7. What kind of competition does the Treaty aim to establish? a) unfair competition, b) fair competition.
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UNIT 2. Money laundering World banking system is a 'money launderers' dream' Report says the ease and speed of 'megabyte money' make it simple to conceal crooked cash, writes Ian Hamilton Fazey It was the biggest money laundering investigation in US history. Evidence had been gathered secretly over many months by 5 undercover officers risking their lives. The suspects were lured to Las Vegas for a conference on money laundering. Then the police struck, arresting 22 banking officials from Mexico's largest financial institution, plus 14 alleged members of Mexican and Colombian drug cartels and another 70 linked to them. Seizure war rants were issued to recover $ 122m (£ 73m) from bank accounts in the US and Italy, to add to $ 35m seized so far. The operation so damaged confidence in Mexican banks that 20 their shares fell collectively by 4 % in panic selling. But as Operation Casablanca struck its blow in the Americas, officials of the United Nations Drug Control Programme in Vienna were editing the final version of a report - to be released soon – that puts the US triumph into a gloomy perspective. It says that at least $ 200bn of drug money is laundered every year, but with the illegal international drug trade valued at $ 500bn, this is probably a conservative estimate. In a good year, up to $ 500m will be recovered through anti-money laundering measures -an annual success rate of about a quarter of 1 % of laundered funds. Operation Casablanca, with $ 157m, will probably make the year a good one, but hardly vintage. The report has been prepared by a group of experts for a special session of the UN General Assembly on drugs in New York. With the growth of the international drug trade, more ill-gotten money is being laundered than ever, partly on the back of electronic banking and the increasing globalisation and speed of operation of the international financial system. Cashless transactions, electronic trading and computerised clearing mean that what the report calls 'megabyte money' can be moved anywhere with speed and ease. With 700,000 wire transfers worth $ 2,000bn every day, the report says it is 'a reasonable guess that 0.05 % to 0.1 % contain laundered funds to a value of $ 300m'. And even though half the total volume of transactions is bankto-bank transfers of 'aggregate funds' for settlement or loans, the report says the 'complicity of corrupted bank employees' ensures these also contain laundered money. 'This system is a money launderer's dream.' The one thing law enforcement officers have on their side is that criminals have to play by the rules of the system in order to use it. While it is impossible to spot transactions in progress once money is in the system, criminals have to risk exposure in putting it there. UN officials want the process made riskier. 8
At present, criminals reduce their risk by operating through offshore financial havens with lax financial regulation and poor banking supervision. They also hide behind banking secrecy, and disguise the ownership of assets by setting up shell companies and offshore trusts in jurisdictions where no questions are asked about shareholders and beneficiaries. Many accounts and trusts are known as 'walking' ones, where there is a standing instruction to move the accounts to another jurisdiction at the first sign of inquiry by the authorities. UN officials accept that commercial confidentiality, legal tax avoidance and the easing of capital transfers at low or nil tax rates are legitimate reasons for bank secrecy and disguising corporate ownership, but they say the system is too lax in some places, no allowing infiltration for illicit or nefarious purposes. 'One of the most striking things about offshore financial centers is the enormous increase that has taken place in the number of banks,' says the report. Banks can be set up with relative speed and ease and a minimum of due diligence investigation, so long as they meet a basic level of funds, which can vary between one jurisdiction and another. Exporting bulk cash, usually in $ 100 bills and sometimes carried under diplomatic cover, is the favoured method of getting deposits to banks where no questions will be asked. Casinos in offshore centers are a favourite for converting funds: cash is exchanged for gambling chips, the launderer plays for a while at the tables then exchanges the chips back again. Instead of a cheque, some casinos offer immediate electronic transfer of 'winnings' to an offshore bank account. FINANCIAL TIMES World business newspaper.
1. Where did the police arrest the Mexican money launderers? a) Las Vegas, b) New York. 2. How many people were arrested in total? a) 106, b) 200. 3. What was Operation Casablanca designed to do? a) break up the money laundering gangs, b) help the money laundering gangs. 4. How much drug money is thought to be laundered world-wide every year? a) $ 200 bn, 9
b) $ 106 bn. 5. According to the UN Drugs report, how much is the illegal drugs business worth every year? a) $ 200bn, b) $ 500b. 6. How much can be recovered through anti-laundering measures? a) a half of 1 %, b) a quarter of 1 %. 7. Do criminals have to abide by the same rules as legitimate bank customers? a) yes, b) no.
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UNIT 3. The world according to Ernest The ethics of marketing drugs The methods used to promote and sell drugs are under attack, putting Glaxo, the world's secondbiggest pharmaceuticals company, right in the fire. We asked the firm's chief executive, Ernest Mario, for his view.
CRITICISM may be nothing new for the drug industry, but the ferocity of recent attacks is starting to worry even the most hardened executive. The industry stands accused of conducting promotional drives disguised as educational and fact-finding campaigns; of offering doctors, not pens and notepads but hard cash; of distorting data to suit its promotional needs; of blurring side effects; and, perhaps worst as far as insiders are concerned, of badmouthing rival products and unnecessarily alarming doctors and patients. Even Glaxo, long admired for its marketing, shocked the industry when in February 1990 it had a letter published in the Lancet saying that it had conducted tests on Omeprazole, a rival product made by Sweden's Astra, which had shown that the drug caused cancer. Such «knocking copy» had previously been taboo. More recently some doctors have raised worries about how hard Glaxo is pushing its products and whether some of its promotional material might even be confusing. A question The Economist therefore asked Ernest Mario, an outspoken American, was: «Is Glaxo pushing too hard»? The Lancet letter, claims Mr Mario, was not a marketing ploy but a genuine attempt to bring to light important medical information. Naturally, he says he disapproves of public mudslinging. But he admits that in the past few years pharmaceutical marketing has changed — often under Glaxo's leadership. In the early 1980s Glaxo broke the mould by launching Ranitidine, its anti-ulcer cure, expensively around the world, rather than more conventionally in national markets. Glaxo was also one of the first to advertise directly to patients on American television, in a campaign about ulcers that was seen by 12m people and generated 581,000 visits to doctors. Ranitidine (branded as Zantac) is now the world's top-selling drug, accounting for half of Glaxo's £2.9 billion ($ 5.1 billion) sales. According to Mr Mario the laws of the marketplace now apply as much to pharmaceuticals as to consumer electronics: once armed with a new product, a company must establish its market share as quickly as possible, before rival firms produce competitive brands. There are already four drugs similar to 11
Ranitidine. In the past, drugs brought in good profits for a decade or more. But does Glaxo «create» its markets? Glaxo has built up one of the world's biggest sales-forces for drugs, 9,500-strong and growing; the firm is still recruiting in Europe in the expectation that several new products will be approved there. These days its marketing machinery goes into action far earlier in a product's life. While a new drug is being developed, Glaxo holds costly symposiums to which it invites experts – many of them doctors – who know about the disease the drug is designed to treat. Critics say the aim is to build a market while the drug is more an idea than a reality. Mr Mario says die drug companies use symposiums to gauge market potential. Once a drug is presented to regulators for approval, the marketing men get to work. After Imigran, an anti-migraine drug, was submitted to regulators for approval in mid – 1990, Glaxo used public-relations firms to work out how to create demand. Doctors are to be blitzed with medical literature as well as being given guidelines on how to diagnose the disease. Medical authorities are to be persuaded of the economic savings derived from treating migraine. Fair enough, so long as such claims are true: developing brands and educating consumers matter as much to drugs firms as to others. Might such heavy investment in development and marketing distort expectations inside and outside the firm? Some doctors believe that these practices raise the stakes in a new product to such an extent that a company's scientific judgement might become clouded: mat too little could be made of a drug's side-effects, and too much of its benefits. Mr Mario says that this is not possible. Any adverse information must be reported to regulators, he says, who are the industry's final arbiters. The claims made by drug firms about their products are also regulated. Recently there have been complaints that Glaxo is confusing doctors in its promotion of Salmeterol, an anti-asthma drug that was launched in Britain last November, through claims about it potency. Although Glaxo has changed its promotional material for Salmeterol, Mr Mario believes that discussions about products should take place only with regulators. After all, drug firms do not have to publish data to get products approved, so even medical journals provide an incomplete view. Mr Mario believes that Glaxo should not be responsible for telling doctors about unfavourable reports on its drugs. It is the regulators who must decide. But what about post-marketing studies? Don’t they put an unreasonable burden on doctors? Dr Bill Inman of the Drug Safety Research Unit, a charitable organisation based in Britain's Southampton, is opposed to another common pharmaceutical practice. Almost immediately after a drug has been launched, Glaxo and others establish small studies ostensibly to monitor the performance of their drugs in a normal population, rather than the one carefully selected for clinical trials. The 12
idea is to spot any new adverse effects. But because doctors are paid for the exercise, Dr Inman regards it as a covert form of promotion, particularly as recruited patients often stick to the drugs after the study is complete. Mr Mario does not think post-marketing studies are unethical: regulators have not yet managed to arrange a consistent system to handle later adverse reports, so studies do the job. He may be placing too much faith regulators. America's Food and Drug Administration is in turmoil, overburdened and charged with corruption. In Britain critics believe that the relationship between drug firms and the Medicines Agency is too cosy. All information that passes between them about the approval of a drug is confidential. The agency is soon to be spun off from the Department of Health, financed solely by drug companies' licence fees. Moreover, recent surveys have shown that doctors are highly dependent on the industry's marketing men for information, which means that an appropriate debate on potential side-effects can never really take place. This may be why the World Health Organisation has gone so far as to suggest that sales-forces for drugs should be financed by the state.
I. Read paragraph 2 and decide which of the following statements accurately reflect the content 1. Some people are beginning to have doubts about Glaxo's marketing methods. 2. Glaxo's letter to the Lancet was an example of 'knocking copy'. 3. One of Glaxo's products is called Omeprazole. 4. Doctors are happy with Glaxo's promotional material.
II. Read the following statements. Decide which of them are true according to the article 1. Ernest Mario is a brand manager of Glaxo. 2. Mr Mario does not think post-marketing studies are unethical. 3. In Britain critics believe that the relationship between drug firms and the Medicines Agency is too cosy. 4. The idea is not to spot any new adverse effects. 5. The industry isn’t accused of conducting promotional drives disguised as educational and fact-finding campaigns 6. Mr Mario doesn’t believe that Glaxo should not be responsible for telling doctors about unfavourable reports on its drugs. 7. Almost immediately after a drug has been launched, Glaxo and others 13
establish small studies ostensibly to monitor the performance of their drugs in a normal population, rather than the one carefully selected for clinical trials. 8. According to Mr Mario the laws of the marketplace now apply as much to pharmaceuticals as to consumer electronics 9. Glaxo wasn’t the one of the first to advertise directly to patients on American television, in a campaign about cancer that was seen by 581m people and generated 12,000 visits to doctors. 10. Critics say the aim is to build a market while the drug is more an idea than a reality. 11. The claims made by drug firms about their products are not regulated. 12. Medical authorities are to be persuaded of the economic savings derived from treating migraine. 13. Mr Mario doesn’t admit that in the past few years pharmaceutical marketing has changed – often under Glaxo's leadership. 14. The agency is soon to be spun off from the Department of Wealth, financed solely by drug companies' licence fees. 15. Regulators have managed to arrange a consistent system to handle later adverse reports.
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UNIT 4. Bait for the headhunters That unexpected phone call offering a plum job with another firm isn't always just a matter of chance. Given a little planning, the talent scouts can be directed to your door. Stephanie Jones explains how.
John Harper: «It pays to cultivate people, to keep visible, and to drop hints when you are ready to move on». «Naturally, I was headhunted into my present job», a typical City whizzkid boasts. “Headhunters ring all the time. During Big Bang they phoned us so often that we put their calls over the office loudhailer. Then they’d have a laugh when the headhunter said: «Confidentially, I have a uniquely exciting opportunity that might just interest you …» Being headhunted is not only for young bloods and famous chief executives. Almost 90 per cent of the top 1,000 companies use executive search consultants to find senior people. In the last few years they have been joined by smaller companies, accounting and law firms, chartered surveyors, architects, private hospitals, the media, and even local authorities and Government departments. So how do you attract those ego-trip phone calls which spell a new career opportunity? John Harper, 33, has been headhunted three times. His first job was as a graduate trainee with Procter & Gamble where, after five years, he was a brand manager on Pampers, which he had launched in the UK market. He was invited to Kenner Parker (the American toy and games manufacturer responsible for Trivial Pursuit, Monopoly and Care Bears) where in five more years he rose to be European marketing and operations director. Then he was lured away into Avis, the car-hire giant, and two years later headhunted again into the job he started last week as international marketing director for Reebok, the sportswear company. He won't quote figures, but each time he moved his salary and benefits showed substantial improvement. Not one of these positions was advertised. Indeed, before his latest move he was not considering a career change at all. So his advice to those hoping to hit the headhunt trail is born of experience: First, start out with a large international company. Procter & Gamble, Unilever, Shell, IBM and Mars, for example, offer not only excellent training but a ready-made network of contacts around the world, arguably more helpful to a career than being a Harvard alumnus. Secondly, ensure you are noticed by superiors. Headhunters frequently find people through referrals from a source, usually a more senior person who 15
suggests suitable names. Successful and highly-respected mentors should be cultivated, so that they will think of you when approached. Pass the word around if you have itchy feet. Thirdly, make an impression outside your company. The research depart of search firms take note of executives mentioned in the Press and trade journals. You can't be sure exactly which particular self-publicising effort led to an approach (headhunters rarely reveal how they found you, and it is naive to ask) but developing a profile stands you in good stead. Whenever Kenner Parker was launching another toy or game, John Harper's name repeatedly cropping up in Marketing, Marketing Week and the Financial Times played a useful part in his progress. Fourthly, when you want to move – and don't stay in the same job, with the same company, for more than five to seven years – make it known. According to Harper it's rare, and only when you're hitting the big time, that a headhunter will call out of the blue. Most headhuntees have put out the word that they are looking, and have taken the initiative by sending their CV to selected research consultants. When moving from Kenner Parker to Avis, Harper passed his CV to fifty searchers, identified through friends, contacts and other headhunters. The likelihood that one of the search firms will be looking for someone just like you is remote, so it's wise to cast your net widely. Harper was headhunted into Avis by Bruce Rowe of Rowe International in Paris - not only one of his targeted search consultants, but a fellow ex-Procter & Gamble man, which underlines the value of his first piece of advice. Finally, keep in with headhunters. This includes a willingness to act as a source. Harper admits he would not recommend anyone he was currently working with – it would conflict with his allegiance to his employer. But he will mention outstanding people he has worked with in the past. ©The Daily Telegraph
Read the following statements. Decide which of them are true according to the article 1. Pass the word around if you have itchy feet. 2. Being headhunted is only for young bloods and famous chief executives. 3. John Harper, 33, has been headhunted five times. 4. You can be sure exactly which particular self-publicising effort led to an approach. 5. Headhunters often reveal how they found you, and it is not naive to ask. 6. The likelihood that one of the search firms will be looking for someone 16
just like you is remote, so it's wise to cast your net widely. 7. When moving from Kenner Parker to Avis, Harper passed his CV to fifty searchers, identified through friends, contacts and other headhunters. 8. John Harper was invited to Kenner Parker where in twenty more years he rose to be European marketing and operations director. 9. Harper was headhunted into Avis by Kenner Parker of Parker International in Paris – not only one of his targeted search consultants, but a fellow ex-Procter & Gamble man, which underlines the value of his first piece of advice. 10. Headhunters frequently find people through referrals from a source, usually a more senior person who suggests suitable names.
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Unit 5. Boy with the secret billion – dollar secret You are going to read a true story. Seven sentences have been removed from the story. Choose from the sentences A-H the one which fits each gap (1–7) A I answered that it was and he became a dedicated investigator. B 'Who will find the lost books?' he asked. C She had a pupil who finished his work before all the others and needed challenge. D I should have known that such determination would take that young man wherever he wanted to go. E At the end of the day, when he asked to be a librarian on a regular basis, it was easy to say yes. F He picked up the idea immediately. G She was worried about the amount of time he was spending in the library. H I missed him, but not for long. One day in 1965, when I was a librarian at View Ridge School in Seattle, a primary school teacher approached me. (1). «Could he help in the library?» she asked. I said «Send him along.» Soon a slight, sandy-haired boy in jeans and a T-shirt appeared. «Do you have a job for me?» he asked. I told him about the numbering system used for shelving books. (2). Then I showed him a stack of cards for long-overdue books that I was beginning to think had actually been returned but were on the wrong shelves with the wrong cards in them. He said, «Is it t a kind of detective job?» (3). He had found three books with the wrong cards in them by the time his teacher opened the door and announced, «Time for a break!' He argued for finishing the job; she made the cast won». The next morning, he arrived early. “I wanted to finish finding those books”, he said. (4). He worked untiringly. After a few weeks I found a note on my desk, inviting me to dinner at the boy’s home. At the end of a pleasant evening his mother said that the family would be moving to the adjoining school district. Her son's first concern was leaving the View Ridge library. (5). When the time came, I said a reluctant goodbye. Though initially he had seemed an ordinary kid, his enthusiasm set him apart. (6). A few days later he popped through the door and joyfully announced, «The librarian over there doesn’t let boys work in the library. My mother got me transferred back to View Ridge School. My dad will drop me off on his way to work. And if he can’t, I’ll walk!» (7). What I could not have guessed, however, was that he would become a wizard of the Information Technology Age: Bill Gates, tycoon of Microsoft and America’s richest man. 18
Unit 6. The personal qualities you need You are going to read a newspaper article which gives advice about the personal qualities needed for office work. Choose the most suitable heading from the list A-l for each part (1–8) of the article A B C D E F G H I
Be tactful. Don't spend long on simple tasks. Keep money secure. Have confidence – know your business. Be aware of health and safety rules at work. Be reliable. Use your initiative and common sense. Be helpful. Respect confidentiality.
(1). At the start, everything will be new and you will probably be nervous about answering the telephone and dealing with customers. You will become more assured as you develop knowledge and experience – set about gaining that knowledge about your company as soon as possible. (2). Good timekeeping and regular attendance are vital qualities for every office worker. If there is no one available to answer the telephone or type up invoices, the system will soon grind to a halt. If you are genuinely ill, phone your employer as early as possible so they can arrange for someone to cover for you. If you think you are going to be off sick for more than one day, let them know. (3). Assess a situation and try to assist in any way you can. First impressions of a company are often gained from someone answering the telephone or sitting at a reception desk. If that person is you, then your company's reputation can hinge on how you deal with customers. (4). Even if you know a customer is wrong, never be rude in return. If necessary, refer them to a senior staff member or to your employer to deal with. (5). You should be able to work on your own and find solutions for simple problems which happen throughout the day. If you have finished your current task, don't sit and gaze around an untidy office. The time you have spare could be used in clearing up or sorting through old files. Management decisions should still be passed through your employer. If a salesman has arrived with brochures for new office equipment, it is not up to you to order yourself a new office chair -this is a decision you leave to your employer. (6). It is important not to gossip about your employer or the people you work with. If someone shares a confidence with you, don't spread it around the 19
rest of the office. People will soon learn whether they can trust you or not. (7). If you deal with petty cash, make sure the cash tin is not left around for anyone to help themselves. Regularly double-check that the amount in the tin ties in with the amount in your petty cash book. Don't 'borrow' from the petty cash. This is a bad habit and one you should not get into. (8). Be aware of potential dangers and follow safe practices strictly. Avoid having trailing leads from typewriters or kettles, which people could trip over. Check fire extinguishers regularly. Ensure fire exits are not blocked by boxes or filing cabinets.
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Unit 7. Richard Branson's 10 SECRETS OF SUCCESS Richard Branson became famous as a 'hippy' businessman in the 1960s when he set up a record company. Today he runs the successful Virgin airline and he's still breaking many of the traditional rules of management. So how does he do it? Read the following management rules (1–10). Decide which of them (A-I) are true according to the article. To become a good manager you should: A never get angry. B prefer formal business communication. C believe in luck. D spend money on employee entertainment. E enjoy money – making. F be ready to judge candidate’s personal qualities. I be risky.
(1). He regularly works an eleven-hour day, starting around eight and finishing around seven at night. (2). He spends a lot of time talking to people on the telephone but he never sends memos. (3). He rarely holds board meetings. He makes decisions on the phone or on the tennis court. (4). He has a good memory and he writes people's names on his hand so he doesn't forget them. (5). He invites every single one of his 10,000 employees to a party at his home in Oxfordshire every year. The last party cost around £100,000. (6). He continually questions his employees about every aspect of the business and he tries to pick holes in their arguments to find out whether their ideas will work. (7). If he becomes annoyed in meetings, he leaves the room. He hardly ever loses his temper. (8). He employs people he likes personally. This is more important to him than qualifications. (9). He has had several business failures in the past and nearly went bankrupt several times but he has always survived. He puts his success down to good ideas, good people, and good luck. (10). He didn't go into business to make money. He went into business because he wanted a challenge. 21
Keys Unit 1
Unit 2
Unit 3
1. a) 2. a) 3. a) 4. b) 5. a) 6. b) 7. b)
1. a) 2. a) 3. a) 4. a) 5. b) 6. b) 7. a)
I. 1. yes 2. yes 3. no (Omeprazole is made by
Unit 4
Unit 5
1. yes 2. no 3. no 4. no 5. no 6. yes 7. yes 8. no 9. no 10. yes
Unit 6 1. D 2. F 3. H 4. A 5. G 6. I 7. C 8. E
1. C 2. F 3. A 4. E 5. B 6. H 7. D
Unit 7 A. false B. false C. true D. true F. false E. false F. true I. true
Astra) 4. no (some doctors are concerned that Glaxo’s promotional material might be confusing) II. 1. no 2. yes 3. yes 4. no 5. no 6. no 7. yes 8. yes 9. no 10. yes 11. no 12. yes 13. no 14. no 15. no
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ɍɱɟɛɧɨɟ ɢɡɞɚɧɢɟ
BUSINESS CLUB ɍɱɟɛɧɨ-ɦɟɬɨɞɢɱɟɫɤɨɟ ɩɨɫɨɛɢɟ ɞɥɹ ɜɭɡɨɜ ɋɨɫɬɚɜɢɬɟɥɢ: ȼɚɪɭɲɤɢɧɚ Ⱥɧɚɫɬɚɫɢɹ ȼɚɥɟɪɶɟɜɧɚ, Ʌɚɪɢɧɚ ȿɥɟɧɚ Ȼɨɪɢɫɨɜɧɚ, ɉɚɧɤɨɜɚ Ɍɚɬɶɹɧɚ ɇɢɤɨɥɚɟɜɧɚ, ɍɲɚɤɨɜɚ ȿɥɟɧɚ ȼɚɥɟɧɬɢɧɨɜɧɚ
Ɋɟɞɚɤɬɨɪ Ɍ.Ⱦ. Ȼɭɧɢɧɚ
ɉɨɞɩɢɫɚɧɨ ɜ ɩɟɱɚɬɶ 15.05.07. Ɏɨɪɦɚɬ 60×84/16. ɍɫɥ. ɩɟɱ. ɥ. 1,4. Ɍɢɪɚɠ 35 ɷɤɡ. Ɂɚɤɚɡ 952. ɂɡɞɚɬɟɥɶɫɤɨ-ɩɨɥɢɝɪɚɮɢɱɟɫɤɢɣ ɰɟɧɬɪ ȼɨɪɨɧɟɠɫɤɨɝɨ ɝɨɫɭɞɚɪɫɬɜɟɧɧɨɝɨ ɭɧɢɜɟɪɫɢɬɟɬɚ. 394000, ɝ. ȼɨɪɨɧɟɠ, ɩɥ. ɢɦ. Ʌɟɧɢɧɚ, 10. Ɍɟɥ. 208-298, 598-026 (ɮɚɤɫ) http://www.ppc.vsu.ru; e-mail:
[email protected] Ɉɬɩɟɱɚɬɚɧɨ ɜ ɬɢɩɨɝɪɚɮɢɢ ɂɡɞɚɬɟɥɶɫɤɨ-ɩɨɥɢɝɪɚɮɢɱɟɫɤɨɝɨ ɰɟɧɬɪɚ ȼɨɪɨɧɟɠɫɤɨɝɨ ɝɨɫɭɞɚɪɫɬɜɟɧɧɨɝɨ ɭɧɢɜɟɪɫɢɬɟɬɚ. 394000, ɝ. ȼɨɪɨɧɟɠ, ɭɥ. ɉɭɲɤɢɧɫɤɚɹ, 3. Ɍɟɥ. 204-133. 23
