Archives

Compteur


2187610 visiteurs

Useful Links
“what’s the date today ?” ;)
October 2020
M T W T F S S
« Jul    
 1234
567891011
12131415161718
19202122232425
262728293031  
Proverb of the day

A thing of beauty is a joy forever

Quote of the day

Archive for the ‘BTS’ Category

BTSC1 texte 3

Thursday, April 2nd, 2020

One third of UK companies say Brexit is negatively affecting their business, survey shows

Firms in the wholesale, hospitality and leisure, and public sectors were most concerned about leaving the EU, according to the findings

The Independent Aug 30th 2018

[…] Business confidence fell this month by six points to 23 per cent, which Lloyds said was due to declines in trading prospects for the year ahead.

Hann-Ju Ho, senior economist for Lloyds Bank commercial banking, said: “[…] This reflects changes in perceptions of Brexit risks, which underscores the importance of current EU-UK negotiations.”

28 per cent of firms are saying they thought that leaving the EU is having a positive impact on their business activity, down 3 points from 31 per cent in July, while 32 per cent said that it was having a negative effect (up 4 points from 28 per cent).

Brexit concerns were highest in the wholesale, hospitality & leisure and public sectors, Lloyds said. […] Meanwhile, manufacturing firms remained most confident, with a score of 38 per cent, but the construction industry fell sharply by 12 points to 36 per cent.

Lloyds also found that companies are holding back on hiring new staff, while the proportion of firms anticipating pay rises also declined.

Sharon Geoghegan, managing director for SME banking at Lloyds, said: “Economic uncertainty is definitely driving firms to think twice before investing in their businesses.The services sector seems to be less confident.”

Brexit uncertainty has seen the pound rally and then fall back again this week. Sterling was up against the dollar on Wednesday, after comments from EU and UK officials suggested that a deal was looking more likely.

However, the currency pared those gains on Thursday after the EU’s chief Brexit negotiator, Michel Barnier, said the EU was still preparing for a cliff edge Brexit.

303 words http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

BTSC1 texte 2+ questions

Thursday, March 26th, 2020

Foreign investment in China : it’s even harder than it looks

AT FIRST glance, Vodafone has nothing to complain about. On September 8th it sold for $6.6 billion the 3.2% stake in China Mobile that it had bought for $3.3 billion between 2000 and 2002. Such a handsome profit ought to be a cue to crack open the champagne and roast some Beijing duck. Yet the British mobile-phone giant did not get what it really wanted: a way into China. In other countries, Vodafone has had a knack of turning a small investment into a controlling stake, but not in the Middle Kingdom. And it is not alone.

Since the late 1990s, several large state-owned Chinese companies have listed their shares. These initial public offerings typically included “cornerstone” investments by big Western firms. For example, BP, Exxon and Shell (three oil firms) and ABB (a Swiss-Swedish conglomerate) took strategic stakes in PetroChina and Sinopec (two big Chinese oil companies). Alcoa, an American aluminium company, invested in Chalco, a Chinese one. And Western banks bought chunks of the leading Chinese state banks when they were listed.

Foreign firms brought several things to the table: capital, technology, management skills and the prospect of better corporate governance. The Chinese press often referred to them as “elder brothers”. In return, these Western firms wanted access to China’s huge domestic market.

It did not work out that way. The Chinese state-owned firms did not need capital so badly that they were prepared to cede control to foreigners. Some also found that the Westerners had less to teach them than they had hoped. “Fly-in” expat managers were often unfamiliar with China, says David Michael, a partner at the Boston Consulting Group. Chinese firms tended to learn more from multinationals that had taken the trouble to build their own large sales forces in China, he says.

Chinese firms no longer feel like little brothers. China Mobile now has a market value half as large again as Vodafone’s. PetroChina is much bigger than BP. Both Chinese firms are now rich enough to buy whatever expertise they want.

Western energy companies were quick to notice this shift. BP, Shell, ABB and Exxon all sold their holdings in state-owned Chinese firms by 2005. Alcoa got out in 2007. Financial firms followed, in whole or part, during the financial crisis. When China’s state-owned Agricultural Bank was recently listed, no big Western bank bought a significant stake.

Western firms grumble about their failure to turn their stakes in China Inc into a foothold in the Chinese market, but not too loudly, so that they do not annoy the government. Besides, thanks to a rising stockmarket, most made sacks of money from their investments.

A few have not yet cashed out. Telefónica, a Spanish telecoms firm, owns 8.8% of China Unicom and politely rebuffs bankers who advise it to sell. AT&T has 25% of a telecoms business in the Pudong district of Shanghai. Despite regulatory problems, it provides a nationwide service from Pudong, largely to multinational clients. It is a nice business, but a far cry from the dreams some Westerners once had about China.

The Economist Sep 16th 2010

 

Questions (answer briefly and quote from the text if necessary)

  1. What did Vodaphone expect after its profits in China ?
  2. What did foreign companies have to offer to China ? (quote from the text and explain)
  3. What did they expect in return ?
  4. What were the results of this strategy ? Was it a failure or a success ?
  5. In what sectors did foreign companies invest ? Explain why

Writing : Choose between subject 1 and subject 2

– Subject 1 : why is strategic for companies to expand abroad ?

– Subject 2 : would you be ready to become an expat ? Why or why not ?

200 words

  http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

BTSC1 texte 1

Wednesday, March 18th, 2020

Marketing in the digital age /

A brand new game : As people spend more time on social media, advertisers are following them

Aug 29th 2015 | SAN FRANCISCO | The Economist

 

EARLIER this year BMW advertised on WeChat, a popular messaging app in China with around 550m monthly users. But its ads were shown only to those whose profiles suggested they were potential buyers of expensive cars. Others were shown ads for more affordable stuff, such as smartphones. […] The carmaker’s experience shows the complexities of advertising today, when it is so easy for dissatisfied customers to make their voices heard. But it was also an example of how marketing chiefs are struggling to find the right way to reach consumers on new digital platforms, where they are spending ever more of their time.

Not long ago social-media marketing was something that brand managers might ask their summer interns to deal with. Today it has become a pillar of the advertising industry. Social networks like Facebook, Twitter and LinkedIn have cultivated vast audiences: 2 billion people worldwide use them, says eMarketer, a research firm. Online advertising of all sorts continues to grow, and within that category, spending on social-media ads has gone from virtually nothing a few years ago to perhaps $20 billion this year (see charts).

Advertisers like social-media platforms because they gather all sorts of data on each user’s age, consumption patterns, interests and so on. This means ads can be aimed at them with an accuracy that is unthinkable with analogue media. […] Such fine-tuned targeting means that the distinction between advertising and e-commerce is becoming blurred. Facebook, Twitter, Instagram and other platforms are selling ads containing “buy now” buttons, which let users complete a sale on the spot.

But the digital-media business is still young and volatile, and it is hard to predict which social networks are destined to become the new-media equivalents of America’s big four broadcast-TV networks.

http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

Texte 3 BTSCG2

Wednesday, March 18th, 2020

Lego’s turnaround : Picking up the pieces : The venerable toymaker has recovered after a mistaken over-diversification

Oct 26th 2006 |
From The Economist print edition

[…] For seven decades Europe’s biggest toymaker […]  prospered with openly professed disregard for maximising profits. Lego became one of the strongest brands in the toy industry. […] Yet a couple of years ago the company’s very survival was at risk. After six years of slowing sales and falling profits, […]  rumours abounded that America’s Mattel, the biggest toymaker, would take over its long-coveted European rival. […]  They considered it as a perfect prey : a mismanaged, medium-sized firm in the hands of a single owner, the family of Ole Kirk Christiansen, a carpenter who founded the company in 1932. Mr Christiansen’s heirs decided to stand by the family business. They injected some of their own money […].

The logic of diversification was compelling[1], says Mr Knudstorp, but Lego went about it the wrong way. […] .As it tried to attract more girls, it started to neglect its main customers, boys aged five to nine. […] Lego was also hit by the general malaise in the traditional toy industry, which has been shrinking as a result of competition from high-tech gadgets and falling birth rates in many developed countries. Lego’s turnaround plan, launched in March 2004, was painful. […]  Factories in Switzerland and America are being closed down and production moved to Eastern Europe and Mexico. […].

[…] As Lego gets ready for the busiest shopping time of the year, the mood at the firm is festive. The toy industry has been stagnant for five years […] but things are looking up. Toymakers have reported strong results in the past couple of weeks. And with Lego preparing to celebrate its 75th birthday next year, Mr Knudstorp sounds confident when he says the firm can remain independent for another 75 years.

[1] Compelling = irrésistible

http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

texte 2 BTSCG2

Wednesday, March 18th, 2020

Texts can be great for business but don’t overdo it

Feargal Quinn

Published 28/08/2014 | 02:30 THE IRISH INDEPENDENT

Text messaging is a great marketing tool when properly used

Text marketing is a bit like all other forms of marketing in that if it is not used correctly, or is overly used, it can have a negative effect with consumers and end up with these very same consumers requesting that they be taken off your database.

The idea behind text marketing is excellent. It is instant, timely and allows you to personalise to some degree the message you are giving.

I met a business owner recently who had spent some time testing different types of wording and found that when he included his name on the text, the response rate jumped by 20pc. His conclusion was consumers were far more likely to read a text if it was worded in the same way as one would send any other texts and includes your name at the end of it.

The most powerful example I can give you of a successful text initiative was a florist who decided to send a text to all customers on the database on the Monday of the week preceding Mother’s Day. The text was simple and read: “Kim here, from Liberty Flowers. Just to remind you that next Sunday is Mother’s Day.” The result was phenomenal. They doubled their business compared to the same week last year and lots of customers actually thanked them for reminding them well in advance and providing them with a solution.

Of course there are rules and regulations that are associated with maintaining any database and, first and foremost, you need to have the customer’s permission to use their mobile number.

Secondly, do not over use the database and, as a rule of thumb, I would advise not to send a text to customers more than once a month. http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

Texte 1 BTSC2

Saturday, March 14th, 2020

Driveless cars

Driverless cars

Aug 30th 2013 / The Economist

Earlier this week, Nissan, Japan’s second-largest carmaker, became the first manufacturer to announce plans to put a driverless car into production. Andy Palmer, the firm’s executive vice president, expects it will roll down an assembly plant by 2020. Just as significantly, it hopes to offer autonomous driving capabilities on all of its models within the following decade.

Autonomous driving will reduce accidents and improve safety, reckons Mr Palmer, perhaps even ending road-traffic fatalities altogether. The technology should also allow more efficient use of public roads, especially in traffic-snarled cities, reducing energy consumption as vehicles have to stop-and-go less frequently. Mr Palmer estimates the technology could cut CO2 emissions from cars by as much as 300m tonnes a year worldwide.

Nissan is by no means the only firm interested in autonomous driving. Virtually every carmaker is now experimenting with the concept, as is Google which has logged many thousands of miles with its own prototypes. Indeed, Google has been perhaps the most ambitious proponent. It thinks it could be ready to partner with an established automaker by 2017, although industry-watchers think the middle of the next decade is more realistic.

Many of the underlying technologies, including cameras, laser, radar and sonar sensors and heavy-duty microprocessing power are already found on production models. The 2014 Mercedes-Benz S-Class features what the German maker describes as a “sensor fusion”, bringing together various systems designed to detect obstacles, traffic and even read road signs. It can, for example, automatically stop if a pedestrian walks out in front of it. […]

Human drivers must constantly adapt to obstacles and unexpected conditions.

[…]

This means Nissan’s target date might be ambitious. And there are other obstacles beyond construction sites and speed bumps to overcome. America may be tech-friendly but it is also highly litigious. Attorneys, one suspects, are eagerly awaiting the first crash involving an autonomous vehicle to create a new line of legal work that could keep them as busy as the engineers developing the technology. […] http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

Julian Assange at South By Southwest

Monday, March 10th, 2014
YouTube Preview Image

YouTube Preview Image http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

It's official – the weather has 'no effect on retail sales',

Thursday, January 23rd, 2014

Analysis by the Office of National Statistics found there is no connection between the weather and retail sales figures.

By Piper Terrett | Yahoo Finance UK – Thu, Jan 16, 2014 16:59 GMT

Like train companies blaming delays on ‘the wrong kind of leaves on the line’, it’s long been a running joke in the City that poorly-performing retailers blame their disappointing sales figures on everything from rain and snow to too much sunshine.

But new data from government boffins suggests that this really is a fallacy. A paper released this week by the Office of National Statistics (ONS) which looks at the relationship between retail sales figures and the weather over the past ten years concludes that there is no real connection between weather patterns and sales.

The ONS compared retail sales data since 2003 with average UK monthly temperatures – periods which included severe weather events such as the flooding in July 2007 and November 2012 and heavy snow in December 2010.

However, statisticians found that in most cases the weather had little or no effect on retail sales.  For example, in June to September 2006, average temperatures were around 1.9°C higher than normal but retail sales remained stable. Yet in July 2013, when temperatures were 2.1°C above average, there was a substantial increase in sales.

Similarly, although heavy rain led to widespread flooding in parts of the UK in 2012, retail sales actually rose while falling in October and December.

“In terms then of the retail sector’s sensitivity to the weather, past periods show a mixed picture with no clear relationship between the two,” said officials.  

Only severe weather events which continued for some time, such as the heavy snowfall in December 2010, were found to have any substantial effect on the UK economy.

“Only sustained extreme weather conditions can have a substantial impact upon the UK economy as a whole,” said the ONS. “The only weather event in recent years to be designated as a statistical special event by ONS was the widespread heavy snow and extremely low temperatures in December 2010.”

However, Sam Hart, retail analyst at Charles Stanley, thinks this doesn’t paint a fair picture of the sector.
“Possibly overall [the weather] doesn’t have a huge impact on retail sales but clothing retailers can be impacted by unseasonable weather,” he told Yahoo Finance UK.

File photo dated 31/03/13 of a cyclist taking a route alongside large snow drifts on the …“They generally like a spell of cold weather in the autumn that gets customers buying. Last autumn was unseasonably warm and that impacted sales.

“You generally find that in good summer weather electrical goods retailers will be affected because, rather than spend time in their stores, people will tend to do things outside.

“Obviously with the the DIY retailers, a lot of their products can be seasonal, such as barbecues and garden plants. Then there’s the food retailers that may have benefited from the good weather in the summer.

“People want to eat fresh produce and a lot of that food tends to be slightly higher margin. But it’s quite difficult to generalise. It’s incredibly company specific.”

 taken from http://uk.finance.yahoo.com/news/it-s-official—the-weather-has–no-effect-on-retail-sales—says-government-statisticians-165920987.html wher you can fin a video too to work on your listening skills http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

Using social media: 9 ways to make your business stand out

Thursday, January 23rd, 2014

At their best, social media channels, such as Twitter, Facebook and Pinterest, can be great tools for start-ups, helping you generate buzz about your products and build relationships with new customers. But in the wrong hands it can be used clumsily and even have disastrous effects – as frequently documented in the media. Many people – from business people to celebrities and even MPs – have been caught off-guard, particularly when using Twitter. So, how can you ensure that you use it effectively and get the best out of it for your business? Here are some handy tips and things to think about when using social media to promote your company.
1.    Think about what are you trying to achieve
There are lots of reasons to get your start-up on social media. Maybe you want to:
•    build awareness of the brand
•    generate sales and leads
•    stay in touch with customers
•    keep an eye on your competitors
•    drive traffic to your website
•    build relationships with others in the industry.
It’s not going to happen overnight. So put a plan together outlining your goals for the short term and what you’ll do once your social media presence is fully established.
2.    Check out the competition
Have a good nose about to see what others are doing. How are your competitors and influential people in the industry using social media?
Look at competitors’ social media profiles to see how they run them Some will be doing a brilliant job at building and engaging their audience. Others will be doing it really badly. Take notes and make sure you don’t repeat their mistakes.
Think about:
•    What issues interest their audience?
•    What’s the tone of the conversation?
•    Which updates get the most response?
•    How do they deal with negative comments?
3.    Who are you talking to?
Think about who’s going to be reading your updates. Some people will be passionate about your product and others won’t have any prior knowledge.
Take a start-up like Raspberry Pi, for example. Some people follow them because they are crazy about this new innovation. Some followers like to keep up with the latest trends in tech. But others have no idea what it’s all about – they just like the name.
How much information will be taken as read and how much do you need to explain? Also, take a moment to consider the best time to post for your audience. Got lots of customers in the US? Post after 2pm when they’re actually awake.
Teens will be around after school and at weekends. Sports fans will be highly engaged during and just after the match. New coffee shops should post first thing in the morning when people need their caffeine fix. 
4.    Strike the right tone
Some Twitter followers may just like your company’s name Thinking about your audience will help you get the tone right. Are you going to be friendly and conversational, or an authority on a subject who keeps things strictly professional?
Whoever you’re talking to, if you want to encourage engagement on social media, it’s a good idea to:
•    use lots of punctuation. This breaks sentences up and increases readability
•    check before publishing to spot typos, broken links and awkward phrasing
•    stay positive – no one wants to hear you banging on about how it’s taken all week to fix your internet connection.
5.    Which social media platforms should you use? You need to go where the customers are. Pinterest may be fun but is it going to draw the right visitors to your site? If you’re a food, fashion or lifestyle start-up it could work wonders. But maybe you’ll get best results on LinkedIn, Twitter or Google+.It’s better to focus on a small group of social channels rather than spread yourself too thinly, putting out rushed or low-quality content.
Do you need to be on all social media channels or just a few? 6.    How will you measure success?
Get a measuring tool in place from the outset so you can see what’s working and what’s not, and adapt your social strategy to suit.
There are plenty of free and easy-to-use tools out there, like Facebook Insights or Google Analytics. You can also pay for more in-depth reporting tools that suit your budget and the size of your community.
7.    Polish up that profile If you’re a new business trying to stand Look at other Twitter profiles to get ideas of how to present yoursout in a crowded marketplace, it’s really important that people understand at a glance who you are and what you do.So often start-ups make the mistake of putting a pithy, throwaway description in their profile like, “Hear us roar!”
This is fine if you’re a global brand which has spent millions over the years making sure everyone knows who you are – Nike’s Twitter profile simply says “Just do it” for example – but when you’re new, you need to offer some basic facts. 
Take a look at Stereogum, My Fitness Pal and Seedrs for ideas on simple-but-effective profile descriptions.
8.    Pick an eye-catching image for your profile

A strong cover image will help new followers ‘get’ you straight away.You can use them to show your product in action, or to show the people behind the business. And if you add a good cover image to your LinkedIn and Google+ pages, you will instantly stand out from the competition – so many businesses don’t bother.

Grazebox, Claire Gaudion and Buzzfeed offer good examples of strong cover images in action.

Use an eye-catching picture or photo on your Twitter profile 9.    What are you going to talk about?
This is a really big question for start-ups. How are you going to fill your new social media channels with interesting content? Here are some ideas:
•    Start a company blog so you have original content to share
•    Use an RSS feed reader like Netvibes or Feedly to gather on-topic content to share about industry developments
•    Spend a moment planning content for the coming week
•    Get handy with scheduling tools to help you fit it around everything else!

taken from http://uk.finance.yahoo.com/news/nine-ways-to-stand-out-on-social-media-170019503.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html

10 steps to business success in 2014

Thursday, January 23rd, 2014

Looking to succeed and grow your business this year? Here are ten tips from business growth guru Paul Green on everything from how to market your enterprise, to managing your cash.

To work effectively, every product needs a solid foundation to enable it to function in the way it was designed to. Love technology? Then, consider your smartphone, tablet or smart TV for a minute. All of these items need an operating system to ensure they work as well as they were intended to.
Your business is no different. Just like a smartphone or tablet, there are certain things that need to be in place within your operation to ensure that you are as successful as you can be as a business owner – your business’ operating system if you will.
Want to ensure your business’ success in 2014? Here are ten tips and things to think about over the next 12 months which should help give your enterprise a boost.
1: Know your market. Who is your ideal customer – the sort of buyer that you want to attract? Don’t try to be all things to all people, this actually makes your job so much harder when it comes to promoting your business to potential customers.
There are a number of demographics to consider, for example, when thinking about selling to other companies: turnover, number of staff, position in the company, geography, age, sex, etc. The more specific you can be, the more likely you are to attract the perfect match for what you are selling.
2: Think – what is your competitive advantage? Why would someone come and buy what you have to offer rather than purchase it from your nearest rival?

Yahoo/Fotolia: Think carefully about who is your end customer

It is important that you can distinguish your offering from something else that does the same job or solves the same problem, so that prospects are drawn towards you. Ideally you should become seen as the recognised expert or specialist in your field.

3: Get your message right. Ok, so you’ve identified your ideal customer and you’ve established your competitive edge. Now you need to ensure that you focus on the benefits your product or service offers your chosen marketplace and communicate that effectively.
People are motivated to buy emotionally based on the idea that something brings them more wealth, better health, more security, makes them more popular or attractive, maybe increases their level of fun, gives them more free time or even inner peace. Make sure your message speaks to those needs.
4: Get your message out there. There are numerous channels to market that can be summarised as passive and active, online or offline.
Active marketing is where you are engaging directly with your target audience, such as through networking or telemarketing, not just passively advertising or waiting for a response from a website or leaflet. Either way, you should be using multiple channels to market, not just relying on a few.

Yahoo/Fotolia – If you can’t measure, you can’t manage it

5: If you can’t measure it, you can’t manage it. Whatever channels you are using to promote your business, make sure you can measure the return on investment. Why? Because you want to know what’s working and what’s not, so you can respectively turn one up and the other off.

6: Understand price versus value. Being the cheapest in your market is not really a competitive advantage, because there is always the chance a competitor can make something cheaper. Also, customers who tend to buy on price are less loyal than those who recognise the value of what they are investing in.
7: Focus on bottom line profit. You’ve heard the expression, “Turnover is vanity, profit is sanity” – well, it’s true. There is no point turning over millions if you are only left with a few thousand pounds of profit. Focus on the margin you are making.
8: Cash is king. Whatever business you are in, if you run out of cash it’s pretty much over. Make sure you understand how cash flows in and out of your business, look ahead and ensure you are reviewing your numbers on a regular basis. Don’t get caught out by a VAT bill landing on your lap, for example.

Yahoo/Fotolia: If you run out of cash, your business is over

9: You’re not an expert at everything. No one person has the ability or expertise in every aspect of business, therefore, if something is a chore or not a core competence for you, consider outsourcing it or employing someone for that function. This will allow you to focus on the sales and marketing activity for your business.

10: Have a written plan. Whatever the aspirations are for your business, put them on paper and have your business plan be a dynamic, working document that you use to guide your firm to success.
By documenting your goals and objectives, you can measure your performance against them on an ongoing basis and this will enable you to make informed choices about your enterprise’s direction.
While there is no guarantee of success, hopefully at least some of these points will have made you think about how your business can be more successful throughout the year ahead.
Here’s wishing you continued and hopefully increased success in your business. http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html http://credit-n.ru/zaymyi-next.html