ESL Worksheets

8/18/2019 ESL Worksheets

1/14


2/14


3/14


4/14


5/14

54

!"##$% ''

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


6/14

55

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


7/14

56

!" $%&'()*'+,

-./0 12304 23 5673544.2/4 ./ 895 8568 19.:9 :2335472/0 82 895;2


8/14

57

!!" $%$&'!($(

)" &*+,-./

&*+, 01* 0*20 +/+-. +., ,*3-,* -4 01* 456657-./ 80+0*9*.08 +:* 0:;* 5:

4+68* @

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


9/14

58

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


10/14

59

!" $%&' ()% (%*( &+' &+,-%. ()%,% /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?

4" 5,% ()% -2.', 1+ ()% 62* 2+7% (2 7289:%(% ()% ,%+(%+7%,

6%:2-"

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


11/14

80

!"##$% '(

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


12/14

81

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


13/14


14/14

83

!" $%&' ()% (%*( &+&,- &-' '%.,'% ,/ ()% /01102,-+ 3(&(%4%-(3

&5% (56% 789 05 /&13% 7:9;

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

Documents

ESL Worksheets