Es for electronic data interchange

Prompts: - to use computers;

- to invite outsiders for the marketing audit;

- to use not only a regular telephone;

- to use portable computers;

- to use satellite transmission systems;

- to make comparisons against expected performance;

- to use fiber optic telephone lines.

10.1.7 Translate the sentences into Russian. Mind the form of the verb in “if-clauses”

The manager will not learn how the marketing process is going, if there is no control.

If marketing executives conduct the marketing audit of the firm’s plans regularly, they will have no problems to improve the “bottom line”.

If control worked hand in hand with planning, the managers would always know what was happening.

A marketing audit would be conducted without an outsider, provided you had a separate department within the company.

Had the data not been analyzed earlier, the marketing managers couldn’t have improved the bottom line.

If a marketing audit helps ensure that the company’s strategies are on the right track – it can be well worth effort.

10.1.8 Recall the meaning of the verbs used in the text. You may use a dictionary

- to compare - to cost; - to need; - to happen; - to improve; - to prepare; - to check; - to look for; - to ensure;

- to link - to list; - to expect; - to solve; - to evaluate; - to develop; - to require; - to implement; - to capture.

10.2 Text A. Control. (Read the text and be ready to do the assignments that follow)

Control is the feedback process that helps the marketing manager learn 1) how ongoing plans are working and 2) how to plan for the future.

A good manager wants to know: which product’s sales are highest and why, which products are profitable, what is selling, where, and how much the marketing process is costing. Managers need to know what’s happening – in detail – to improve the “bottom line.”

Sales analysis – a detailed breakdown of a company’s sales records – can be very informative – especially the first time it’s done. Detailed data can keep marketing executives in touch with what’s happening in the market. In addition, routine sales analyses prepared each week, month, or year may show trends – and enable managers to check their hypotheses and assumptions.

Performance analysis looks for exceptions or variations from planned performance. In simple sales analysis, the figures are merely listed or graphed – they aren’t compared against standards. In performance analysis, managers make comparisons. They might compare one territory against another, against the same territory’s performance last year, or against expected performance. The purpose of performance analysis is to improve operations.

It’s clear that performance analysis does not solve problems. It only points out potential problems and it does this well.

Performance analysis helps a marketing manager to see if the firm’s marketing plans are working properly – and if they are not, it can lead to solutions to the problems.