UNIT 3 ADVERTISING

READING

Ex. 1. You are going to read the article ‘Small is Beautiful’. Six paragraphs have been removed from the text. Choose from the paragraphs (A –G) the one which fits each gap (1-6). There is one extra paragraph which does not fit anywhere.

Back in the 1970s, Edward Shumacher wrote a book called Small is Beautiful. In it he proposed that big businesses had cost advantages over small ones, but that any advantage was soon lost because they were too big to manage and gave impersonal service.

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All successful companies supply products and services that the customer wants – at a fair price. They also sell in pleasant surroundings and offer unforgettable service. Their stuff are trained, positive, approachable, enthusiastic and knowledgeable.

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When you run your own business, you have decided to sell to and serve others. Unfortunately, for many British people, selling is a job that is beneath them and they regard customers as being in the way. But make no mistake, we are going to have to become much cleverer sales people and serve customers a great deal better, or we are going to lose business to competitors who already do so.

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Our rewards in life have always been in direct proportion to the quantity of the service we have given. The more people we serve and the better we serve them, the more rewards we will get. Poor service equals poor rewards, average service average rewards. Good service reaps your rewards.

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If the car breaks down within a week of his garage fixing it, he sends someone out to repair it, day or night. He gives me a loan car and I leave the broken-down vehicle with the mechanic. Does he charge more? Yes, he does, but he has increased the share of the local market by 400% in the last two years.

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My doctor has a target to see 97% of her patients on time. When you go into her surgery, the receptionist comes to you. There is a play area for the kids, a coffee machine, pay phone, up-to-date magazines, soft, relaxing music and potted plants that look healthy.

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To find out how to give unforgettable service in your business, book yourself on a customer service training course. Some are free and many cost only a few pounds. Ask your local Training and Enterprise council for details. If you prefer, send off for a leaflet I have produced on customer care. It will outline the basics and I hope inspire you to put what you read in action.

A How about the petrol station that invites you out of the car with a free cup of coffee and newspaper while its stuff pump the petrol, check the tyres and oil, wipe the inside and outside of your windscreen? They charge top price but pump twice as much petrol as any other station in town.

B The bosses keep tight financial control and exhibit the same attitudes as the stuff – they are positive, approachable, enthusiastic and knowledgeable, The boss also has the best possible marketing tool because he listens and finds out how to serve his customers better from first hand experience.

C To many people, the customer is a pest, to the Americans, the customer is a king, but to the Japanese, the customer is a god. Perhaps that is why the Japanese are so successful. After all, the success of every business can be found in its attitude towards selling and its attitude towards customers.

D In the 1990s, small businesses still have lots of advantages over larger ones. For a start, they are slimmer with no head office absorbing money. But they are also lighter on their feet, responding to customers’ demands.

E Take my mechanic, for example. He cleans my car inside and out and cleans my engine. He puts my seat back to my leg size. He offers overnight service where he picks up the car from the drive and delivers it back ready for work the next day.

F Moreover, it is happening. Day in day out, despite on focus on customer care, there are similar incidents occurring all over the land: ultimately orders are lost because of them. The big businesses are more likely to fall foul of this than smaller ones.

G When we get there, she gives the kids a sweet, stands up, comes to my side of the desk, smiles, shakes my hand and says, convincingly, “It’s nice to see you, Tom”. If she’s been running late, she apologizes and you know she’s done her best.

Ex. 2. You are going to read a magazine article about supermarkets in Britain. Choose the most suitable heading from the list A-H for each part ( 1-6 ) of the article. There is one extra heading. There is an example at the beginning (0).

A Making the shopping trip even easier

B Keeping the customers moving

C Feeling a little less welcome

D Tempting customers to return

E Taking advantage of changing lifestyles

F Appealing to the senses

G Paying the price if expansion

H Identifying key locations

SUPERMARKET SECRETS

In Britain, supermarkets have a huge influence on everyday life. Sonia Putnell reveals how they keep people shopping.

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The most important place in a supermarket is at the end of each row. Just moving a particular product to these shelves can easily double its sales, so manufacturers pay big money to have their products displayed there. In the same way, luxury goods are placed at eye-level, where people tend to look first, while cheaper items, which don’t make so much money for the supermarket, are put nearer the floor.

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Every detail of a supermarket is planned carefully to encourage people to part with their money. Bright blue lighting is often used to show off the colour and freshness of vegetables, and particularly attractive fruit may be piled under a spotlight near the entrance. In areas where there are tins and packets, softer lighting encourages people to spend more time looking. Drinks, often an unplanned purchase, may have dramatic lighting behind them to suggest a nightclub atmosphere. Smells play their part too. When supermarkets bake bread on the premises, they tend to sell more of it.

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Each supermarket manager has a diagram which shows every aspect of the store layout. Not a trick is missed. Essential food such as bread, eggs and milk are always positioned a long way so that shoppers have to visit other parts of the shop in order to get to them. These products are often shifted about, too; the longer shoppers spend in the store finding what they came in for, the more money they might be tempted to spend on something else.

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Even when they eventually reach the checkout, customers are not safe. While they wait, they might pick up leaflets about the store’s services, or look through magazines promoting the store’s product. The checkout operator may also offer them what’s called a ‘loyalty card’. This allows regular customers to take advantage of future special offers, but in fact it is the store which benefits more. By scanning in the card at the check out, the store can build up information about its customers’ regular purchases and see who is responding to promotions and offers, which helps it plan how to appeal to them more effectively in the future.

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Even checkouts might not actually exist for much longer, as new microchips placed on food wrapping will soon make it unnecessary for shoppers to unload their trolley in order to pay. Within a few years, the trolley may just have to be pushed through an electronic ‘door’ where a computer calculates the bill automatically. On arrival at the store, shoppers may also be able to put their loyalty card into a special trolley, with a screen which greet them by name and gives information about special offers of interest to them personally.

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British supermarkets also work hard to be in the center of local life by providing services such as cafes, dry-cleaning and photo-processing. This has not been without cost to the local economy, however, for 100.000 local shops have closed down since the rapid spread of large supermarkets across the country a generation ego. The environment has also suffered; deliveries round the clock to supermarkets from both within the country and overseas have played their part in increasing pollution and wasting the world’s resources.

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It is not surprising then that feelings against supermarkets are strong in many places. When a new store is planned, supermarkets often offer money to local communities, which can be spent on schools and roads. Despite these inducements, it has recently become much more difficult for new supermarkets to get permission to build. Are supermarkets beginning to lose favour? Possibly, but there is no doubt that they will be thinking up new ideas to make sure people don’t buy their eggs and bread elsewhere.

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