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Из нескольких вариантов ответов выберите единственно правильный.
By the time the secretary returned, the fax … .
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The documents … now.
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``Посмотри! Здесь появился новый бизнес-центр. Когда его построили?`` - ``Он еще не закончен. Когда строительство будет завершено, он будет оборудован самыми современными средствами связи``. - ``Три года назад я не мог себе представить, что город так изменится к моему приезду.``
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`` Твой компьютер подключен к Интернету?`` - ``Да, я пользуюсь Интернетом уже 4 года``. - `` Ты когда-нибудь думал о создании собственного сайта?`` - `` Как раз сейчас я делаю его. Как только он будет завершен , ты сможешь его увидеть. Думаю, он тебе понравится``.
Выберите правильный вариант подчеркнутой формы глагола
`` Твой компьютер подключен к Интернету?`` - ``Да, я пользуюсь Интернетом уже 4 года``. - `` Ты когда-нибудь думал о создании собственного сайта?`` - `` Как раз сейчас я делаю его. Как только он будет завершен , ты сможешь его увидеть. Думаю, он тебе понравится``.
Составьте вопросительные предложения из данных слов. Расставьте слова в правильной последовательности
Составьте вопросительные предложения из данных слов. Расставьте слова в правильной последовательности
Составьте вопросительные предложения из данных слов. Расставьте слова в правильной последовательности
Из нескольких вариантов ответов выберите единственно правильный
If you ... me more information, I won`t be able to help you.
Из нескольких вариантов ответов выберите единственно правильный
I woudn`t worry if I … you.
Выберите модальный глагол, соответствующий данному предложению.
The weather forecast says it... snow tomorrow.
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Sometimes customs clearance … be difficult to obtain.
Выберите грамматическую конструкцию, соответствующую каждому предложению.
The film was so funny that it really made me ....
Выберите русское предложение, наиболее точно соответствующее по смыслу английскому предложению
The article is known to be useful.
Выберите русское предложение, наиболее точно соответствующее по смыслу английскому предложению
Scientists wanted the new methods of investigations to be introduced in the laboratories.
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He seemed to expect his orders to be obeyed.
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They are sure to agree to take part in this work.
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Most well-run organizations attempt to develop and follow strategies, large-scale action plans for interacting with the environment in,order to achieve long-term goals. A comprehensive statement of an organization`s strategies, along with`its mission arid goals, constitutes an organization`s strategic plan. To learn where such strategies originate and how they are put in action, we need to examine carefully an aspect of the planning function called strategic management. Strategic management is a process through which managers formulate and implement strategies geared to optimizing strategic goal achievement, given available environmental and internal conditions. This definition recognizes that strategic management is oriented toward reaching long-term goals, weighs important environmental elements, considers major internal characteristics of the organization, and involves developing specific strategies.
The strategic management process is made up of several major components. The process begins with identifying the organization`s mission and strategic goals. The process also includes analyzing the competitive situation, taking into consideration both the external environment and relevant organizational factors. The part of the strategic management: process triat includes identifying the mission and strategic goals, conducting competitive analysis, and developing specific strategies is often referred to as strategy formulation. In contrast, the part of the strategic management process that focuses on carrying out strategic plans and maintaining control over how those plans are carried out is known as strategy implementation. Strategy implementation is increasingly highlighted as a distinct part of the strategic management process because even the most brilliantly formulated strategies must be implemented effectively in order to reach strategic goals.
Strategic management …
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In carrying out management functions, such as planning, organizing, motivating and controlling, a manager will be continually making decisions. Decision-making is a key management responsibility.
Some decisions are of the routine kind. They are decisions which are made fairly quickly and are based on judgement. Since a manager is experienced, he knows what to do in certain situations. He does not have to think too much before taking action. For example, a supervisor in a supermarket may decide, on the spot, to give a refund to a customer who has brought a product. The manager does not have to gather a great deal of additional information before making the decision.
Other decisions are often intuitive ones. They are not really rational. The manager may have a hunch or a gut feeling that a certain course of action is the right one. He will follow that hunch and act accordingly. Thus, when looking for an agent in an overseas market, a sales manager may have several companies to choose from. However, he may go for one organization simply because he feels it would be the most suitable agent. Such a decision is based on hunch, rather than rational thought.
Many decisions are more difficult to make since they involve problem-solving. Very often they are strategic decisions involving major courses of action which will affect the future direction of the enterprise. To make good decisions the manager should be able to select, rationally, a course of action. In practice, decisions are usually made in circumstances which are not ideal. They must be made quickly, with insufficient information. It is probably rare that a manager can make an entirely rational decision.
When a complex problem arises, like where to locate a factory or which new product to develop, the manager has to collect facts and weigh up courses of action. He must be systematic in dealing with the problem. A useful approach to this sort of decision -making is as follows: the process consists of four phases:
• defining the problem;
• analyzing and collecting information;
• working out options and
• deciding on the best solutions.
Decision-making …
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Price, along with product, place, and promotion, are the variables that the marketing manager controls. Pricing is extremely important since it so directly affects an organization`s sales and profits. Naturally, profit objectives will guide pricing decisions. The marketing manager has to decide whether to maximize profits or establish a target return. A particular target might be a certain percentage return on sales or a certain percentage return on investment or, for a small family operation, the return might be a fixed dollar amount of profit to cover overhead and living expenses. With any objective, the time factor is crucial. What is an appropriate objective for the short-term may not be for the long-term and vice-versa.
Marketers are concerned with all the factors affecting price, in order to keep their products from faring poorly in a widely variable atmosphere. Even in service areas such as passenger fares and freight rates, where detailed prices are printed and distributed, influences may cause fluctuation. The marketing manager knows that the costs of the separate elements of the marketing mix can be recovered by proper pricing. The cost of the product itself—the promotion and selling associated with it, the distribution expenses, and profit — are all directly related to price. Thus price knits together the elements of the marketing mix and pays for their respective contributions. The marketing manager must analyze and reconcile the various elements of those variables which influence price, and must then decide on an optimal price policy.
The most fundamental part of any marketing analysis is the recognition of the competitive structure of the industry. Where there are many competitors offering the same type of product, price competition will be active. When there are great numbers of similar offerings, products tend to lose their individuality. Then differentiation becomes difficult, and marketers have little discretionary power to influence prices. It is in this circumstance that marketers and merchants alike look to sales techniques. Disposing of goods at reduced prices draws attention to the specific brand, in the hope that customers will continue to buy when prices return to "normal."
Pricing decisions are guided by …
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