esl worksheets
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!"##$% ''
It is probably the case that of everyone
who reads this review the vast majority will have at
some time or another signed up to a loyalty-
marketing program. Be it air miles, credit card
reward points, money-off vouchers or luxury gifts,5most of us are collecting for something whenever
we shop. In the UK, for example, thousands of us
think nothing of handing over our Nectar card when
we shop at Sainsbury`s.
But as customers, how often do we10actually cash this points in? How often do we feel
really excited by what is on offer? Most
importantly, how often do we feel our loyalties to
these stores increases? Does not everyone offer a
card these days? Are we not, in fact just bored of15them?
When the first loyalty cards hit the
market, uptake was huge and rewards for
marketers very
high. Not only20could a company
help ensure acustomer came
back to them
over their25competition, but
with the
increased spend came a series of valuable data
which refined their knowledge of who they were
trying to sell to.30
Consumers are evermore difficult to
please, and uptake on offers is reducing. In the US
the rate of membership growth slowed from 30
percent in 2000 to 4 percent in 2003, and on
average only a quarter of members redeems their35 promotional currency.
Watching this downward trend, marketersfear the loyalty-card is on its way out.
One repeated suggestion is that customer
uptake is diminishing because the technology40involved is becoming too complicated. Although
advanced means of collecting data can be highly
useful from the company`s point of view, if this
technology becomes central to the added value
offered to the customers than it is unlikely they will45respond well.
Yet in "Loyalty-marketing for the twenty-
first century" Capizzi and Ferguson argue that this
loyalty-marketing that takes advantage of current
technology still has a lot to offer if only marketers50thought a little harder about how they put the
program into practice. Customers are now well-
versed in what these schemes are about, and there is
a lot of market for them to choose from. However,loyalty-cards will continue to work well, provided55that the value proposition is attractive enough.
This is the crux of Capizzi and Ferguson`s
argument. Their belief is that imagination is now
central to the ongoing success of this strategy. As
consumers we are tiring of offers that ask us to60collect points in exchange for money off vouchers,
standard gift tokens and uninspiring "toaster" - style
presents. This is no doubt that this is one of the
reasons why the rate of uptake of these programs
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has slowed so much - customers are simply failing65to see the added benefit as enticing enough to keep
them going back to the same store.
What is lacking is what Capizzi and
Ferguson label the Wow! Factor, which in mostcases means the offer of a reward with more soft70
benefits. This could be an otherwise unobtainable
experience, such as Harrods of Londons day with a
top jewelry designer. For the wealthier customer,
whose disposable income is any firms main target,
these rewards are far more likely to attract than75money off schemes and low-value household
goods.
The obvious downside to all this, of course
is that it costs money. Marketing departmens should
be very careful to calculate their potential ROI to80make this kind of deluxe loyalty scheme work.
Often the simplest answer is coalition.
All over the world companies are now
seeing the benefits of sharing set-up, processing and
redemption spend of loyalty-schemes by partnering85with firms who offer complementary products.
The trend is to focus on one group of
society and bring together a band of services and
products that most suit them. So ClubMom, inc. in
90the US, for example, offers mothers the change to
collate points earned at partners Farmer Jack
supermarkets, JCPenney, Payless Shoe Source, Nine West Stores, Pier 1 Imports and Radio Shack.
Covering technology, food, household goods and95clothing, this proves an attractive offer to many
women, and in return they get spa visit,
housecleaning services, romantic dinners and other
such gifts chosen with the harassed mom in mind.
The potential to set-up similar coalitions100to target students, those in retirement, the gay
community and so on is huge. The trick with such a
program is to be the first to market, to offer real
value and not to overlook the weight of
amalgamated everyday spend.105Loyalty-marketing still offers that list of benefits
that first attracted firms over a decade ago. Yet in
a changed climate with a weary consumer
marketers cannot afford to be lazy in the way they
think about this tried and tested formula. With their110tips as a starting point, Capizzi and Fergusons
simple advice is "lead, follow or get out of the
way".
Strategic direction
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1. Consumers are evermore difficult to please. T F
2. ROI (return on investment) is not important for marketing
department. T F
3. Consumers are pleased with offers that ask them to collect points inexchange for money off vouchers. T F
4. The trend is to focus on one group of society and bring together a
band of services and
products that most suit them. T F
5. Loyalty-marketing still offers that list of benefits that first attacked firms over a decade
ago. T F
6. Customers are failing to see the added benefit as enticing enough to keep them going backto the same store. T F
A" B1:+8+6 C*:D8@ 05 6*+,E 05 456657 +., 05 /*0
F+031 01* 456657-./ C*:D8 7-01 01* 35::*30 ,*4-.-0-5.8"
a) to lead:
1. to lead off something
2. to lead something on
3. to lead to something
4. to lead up to something
A to make something happen or exist
as a result of something else
B to begin an event by doing something
C to make someone believe something
that is not true
D to come before something and be a
cause of it
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USAGE NOTE: lead , guide , and direct
To lead means “to show the way by going first”: He led us down the mountain. To guide
means “to show the way and explain things”: She guides tourists
around the White House . To direct means “to explain to
someone how to get somewhere”: Could you direct me to the
station?
b) to follow:
1. to follow something around A to find out more about something
2. to follow something through B to keep following someone
everywhere s/he goes
3. to follow something up C to do what needs to be done to
complete something or make it
successful
c) to get:1. to get something across A to not do something you have
promised to do or are supposed to do
2. to get around to something B to be able to make someone
understand an idea or piece of
information
3. to get in on something C to do something you have been
intending to do for a long time4. to get out of something D to be able to make someone
understand something difficult
5. to get through to something E to become involved in something that
other people are doing
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!" $%&' ()% (%*( &+' &+,-%. ()%,% /0%,(12+,3
1. What happened when the first
loyalty card hit the market?2. According to the text, why are
consumers so difficult to please?
3. Explain the Wow factor!4. Which trend is present on the
market, according to the text?
5. What do Capizzi and Ferguson
advise to marketers?
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1. The subject of the study is the level of usage of _____________ razors in the Third World. 2. ______________ is the amount of money you have after paying all your
bills, taxes etc., that you can spend on things you want. 3. How did the killer _______________ his victims’ bodies? 4. “I don’t feel ______________ interfere in this argument, I have better things to do”, said
Jenny to her parents. 5. The countries seem _____________ a conference at the EU headquarters in Luxemburg.
dispose of disposable favorably disposed to
disposable income disposed to
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!"##$% '(
Setting goals with your employees is anessential element of effective human resources
management.
There are a variety of reasons to set5employee goals. Goals can: focus employees on
the purpose of your business; enhance your
chances of success by applying your employees
efforts to your company's long-and short-term
success; and motivate employees. Employee10goal-setting is also an important part of an
employee appraisal or bonus program because
without goals, achievement is not easily
measured. To be effective, employee goals must
be clear and understandable. Each goal must be15concrete, attainable, and critical to the growth of
your business. The tips below will help you set
good goals: employees are often the best source
for information about what job-specific goals
will contribute to overall increased productivity,20responsiveness, or other business goal. Involving
employees in goal-setting also eliminates the
potential for the resentment that can arise when
goals are imposed. At a minimum, do this
halfway through the year to insure that goals still25make sense and that employees are on track.
Don't set goals such as "Do a better job," becausea general goal does not instruct an employee in
what steps to take. An example of a constructive
goal is "Increase response time to customer calls30 by 30%" or "Cut customer complaints by half."
Don't automatically assume that bonuses should
be tied to increased sales or even profitability.
For example, it may be most important in a given
year for your business to cut costs or raise35visibility. Tie bonuses into that critical goal
rather than one that is traditional. Many people
have a tendency to set goals too high.
Unattainable goals lead to employee frustration
and lack of motivation and it is your job to make40sure that employee goals are realistic. Don't set
different goals for employees the same
responsibilities. Not only will this likely breed
resentment, but it can put you in legal hot waterin terms of charges of discrimination. It's45
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common for businesses to set annual employee
goals at the beginning of the year. Others may
want to do it before a busy season, or at an
annual company meeting. Be careful to set
employee goals and conduct evaluations on a50calendar year, not on employee anniversaries.
This way, it will be easier for you to compare
performance between people with similar jobs.
You want your employees to work against your
competitors, not each other. Avoid things like55contests as part of your goal setting. Instead,
have your employees strive to meet a specified
target within a specified period, and reward those
who meet it. By doing this, you provide all of
your employees with incentive to share60information and help each other. You might want
to base financial incentives on the overall goals
of your company. This can be used to encourage
teamwork, and for everyone in the company to
know that they are involved in your growth and65
continued
prosperity.
For
example,
Levi70Strauss has
set
financial
goals for
the75company
for the year
2001; if the
company attains that goal, it will be possible for
each employee to get a bonus equivalent to their80entire 1996 salary!
Build Your Business
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!" $%&' ()% (%*( &+&,- &-' '%.,'% ,/ ()% /01102,-+ 3(&(%4%-(3
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1. There is only one reason to set employee goals. T F
2. Employee goal-setting is also an important part of an employee appraisal or bonus
program. T F
3. Involving employees in goal-setting also eliminates the potential for the resentment that
can arise when goals are imposed. T F
4. Unattainable goals lead to employee happiness and satisfaction. T F
5. Basing incentives on the overall goals of the company can be used to
encourage teamwork. T F