III. Complete the sentences.

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1. Internet marketing is ……….…………………………………………..

2. Other terms for Internet marketing are ………………………………….

3. Internet as a medium allows to business ………………………………..

4. Internet marketing activities target customers …………………………..

5. Creative and technical aspects of the web such as ………………………… are used in Internet marketing.

6. Products and services are sold to ………………………………………..

7. …………………………………… are examples of affiliate marketing.

8. Infomediary model is aimed at …………………………………………...

9. In the brockerage model brokers connect ………………………………… and facilitate their business transactions.

10. In the utility model visitors are charged ……………………………….

11. Internet marketing has advantages for both companies and customers because ………………………………………...

12. Many customers are afraid that ………………………………………...

IV. Read the text below and find in it expressions with the following meanings:

1. traditional shops (two possibilities)

2. selling on the Internet (two possibilities)

3. where you put your items before you purchase them

4. physical delivery of goods to Internet customers

5.how many times a web page is viewed

6. combination of traditional retail sales and e-commerce

‘Clicks-and-mortar’

My name's John, and I own a chain of sports shops. Last year, I started an e-commerce operation, selling goods over the Internet. We've done well. Visitors don't have trouble finding what they want, adding items to their shopping cart and paying for them securely by credit card. Last year we had two million unique users (different individual visitors) who generated 35 million hits or page views. That means our web pages were viewed a total of 35 million times!

E-commerce or e-tailing has even acted as a form of advertising and increased levels of business in our traditional bricks-and-mortar shops! Pure Internet commerce operations are very difficult. To succeed, I think you need a combination of traditional retailing and e-commerce: clicks-and-mortar. In our case, this has also helped us solve the last mile problem, the physical delivery of goods to Internet customers: we just deliver from our local stores!

*click-and-mortar - реальные компании, имеющие развитую инфраструктуру дистрибуции услуг; продавцы, представленные через веб-витрину

V. Do you remember the terms: B2B, B2C and B2G? Read the piece of information and answer the questions below.

Selling to the public on the Internet is business-to-consumer or B2C e-commerce. Some experts think that the real future of e-commerce is going to be business-to-business or B2B, with firms ordering from suppliers over the Internet. This is e-procurement.

Businesses can also use the Internet to communicate with government departments, apply for government contracts and pay taxes: business-to-government or B2G.

What type of e-commerce are the following? Choose from B2B, B2C, or B2G.

1. Private individuals can rent a car without going through a call centre.

2. The city is looking for construction companies to build a new airport. There are hundreds of pages of specifications you can obtain from the city authorities.

3. Car companies are getting together to buy components from suppliers in greater quantities, reducing prices.

4. Small businesses can get advice about wages, taxation, etc.

5.Members of the public can buy legal advice from law firms.

6. It can seem very convenient, but if you're out when the goods you ordered arrive at your house, you're in trouble!

‘NEGOTIATE’ IS NOT A DIRTY WORD

By Linda Berke

To negotiate means to " attempt to come to an agreement on something through discussion and compromise" (Encarta Dictionary). It is something we do everyday in business and in our personal lives, yet we all are not 100% proficient. And for many the word negotiate conjures up negative reactions... it becomes a dirty word. Many people tell us they just don't like to negotiate.

Because we are not all 100% proficient in negotiating, many people walk away from opportunities because they can't come to agreement, or they leave money on the table by paying more than they wanted, or their discussions get heated or stalled. Why don't we excel in something we do every day?

Negotiating involves discussing our " needs" (which are very personal), sharing our " wants" (which are very important) and communicating with someone else (who has different wants and needs and may have a different style), so many factors can get in the way of reaching that critical agreement.

To help reduce these potential barriers, consider these three best practices of top negotiators.

Keep Communicating with the Other Person

· Stay focused on the issues that are keeping you from agreement. Create a give and take atmosphere so both parties share their wants and needs. Work to establish common ground and whenever possible, reiterate what both parties agree on to make it easier to work towards a solution.

Be Patient

· Do not give up anything until you have the full picture and have all the information available. Try to get both parties wants and needs on the table before agreeing to a new solution. If you have a tendency to move fast in life, learn how to slow down in negotiations

Be Prepared

· Before negotiating, develop your opening position, your bargaining strategy and your bottom line. This preparation can be done when the negotiation is planned and unplanned. If it is unplanned, (when a customer calls you out of the blue and demands a discount) take a moment to explore the customer's issues. Then develop your first offer, some ideas for resolving the issue if the customer doesn't accept the first offer, and the bottom line in terms of what you can do to find resolution.

If you remember these three tips of top negotiators, you will feel more confident when negotiating and be able to achieve more " Win-Win" outcomes in your personal and business lives. And negotiating won't be a " dirty" word.

Article Source: http: //EzineArticles.com/? expert=Linda_Berke

THE ART OF NEGOTIATING

By Michael Sanibel

Negotiating is a part of everyday life, but in business it's absolutely critical to your success. Poor negotiation can cripple a company just as quickly as losing key customers. While most negotiating strategies seem like common sense, it's not uncommon for people to get caught up in the emotion of the moment and ignore their basic instincts. Emotion, luck and magic have no place in a successful negotiation. It takes an iron gut, homework, street smarts and unblinking discipline. These keys will unlock your ability to get the best deal possible under any circumstances.

While experienced negotiators sometimes refer to their methods as the " negotiating game, " it's really a misnomer for a process in which the stakes are often extremely high. Check your ego at the door and keep your eye on the big picture at all times. This is all about business.

Preparation is Key

Know about the party you're negotiating with so you can capitalize on your strengths and the party's weaknesses. If the other party is very experienced, that means he also has a history that could contain useful information. If possible, talk to business associates who have dealt with this person before. Many negotiators develop patterns and certain styles that you may be able to use to your advantage.

If you are a buyer, make sure you are thoroughly familiar with the product or service that will be the subject of the negotiation. If the other party senses you are weak on such details, you may be a prime target for a bluff or another technique designed to create anxiety and uncertainty. Psychology plays a crucial role in your ability to make the most of the other party's lack of preparation and anticipate their next move.

Most negotiators have a price target or goal in mind before they start. It should be based on realistic expectations considering all the constraints that will undoubtedly surface. These may include budget limits, direction from management, pressure to make sales goals, and a myriad of other external forces. During the course of the negotiation, the goal may change based on changes in scope and other unforeseen actions by either party. While your ultimate goal should be realistic, this should not constrain your first offer or counteroffer.

Before you start the negotiation, ensure that the other party is fully empowered to make binding commitments. You don't want to find yourself in a position where you believe you've struck a deal, only to discover that your agreement must be approved by someone higher in the chain of command.

Have a Strategy

There are basic principles that apply to every negotiation. The first offer is usually the most important and the benchmark by which all subsequent offers will be judged and compared. You'll never get what you don't ask for, so make your first offer bold and aggressive. The asking price is just that, and will typically include a pad or margin to give away during negotiations. You want to take all of that and hopefully more, so start lower than the seller expects. Don't worry about insulting the other party. As long as your offer is not ridiculous, the other side will continue the negotiations in hopes of settling at a better number.

As a buyer, do not disclose your budget or other limitations in your negotiating position. A favorite ploy of salesmen is to reshuffle the product specifications, schedule and other parameters in order to sell you an inferior product to fit your budget. You want the best product you can get for the money you have to spend, so employ an approach that maintains the possibility of spending less than you had originally planned.

Always have something to give away without hurting your negotiating position. If you're submitting a price proposal to a buyer, consider inserting decoys and red herrings for the other party to find. For example, if you are bidding a project, consider including some nice-to-have items that aren't critical to the success of the project. You could also include spare parts that may or may not be needed in the end. If the buyer takes those items out to reduce the overall cost, you haven't lost anything but it may help the buyer reach his price target. Such distractions will help to divert the other party from attacking the meat of your proposal. Employing this strategy must be viewed in the context and in consideration of what other bidders may be doing. If you know that the only way to win the bid is to provide a barebones cost, then this strategy may not be appropriate.

Watch for clues such as body movement, speech patterns and reactions to what you say. Be prepared to suspend or cancel negotiations if you feel things are getting nowhere or the other party seems stuck in their position. Indicate your reluctance to continue under those conditions and make the other side wonder if you are ever coming back. If they are on the hook to cut a deal, they will feel the pressure to move. Be patient even if the other party isn't. This can be difficult for those with a passion for instant gratification, but the last thing you want is for the other party to think you're under the gun to finish quickly.

From a contractual standpoint, a counteroffer automatically rejects all previous offers. Once an offer is made, you should expect an acceptance or rejection of your offer, or a counteroffer that keeps the negotiation open. If your offer is rejected and you are asked to submit a new and better offer, do not fall into that trap. That would be tantamount to negotiating with yourself, and you should never do this. If the last offer on the table is yours, always insist on a counteroffer to force the other party to move his/her position before you make another offer.

Find the Leverage

In addition to exploiting the other party's weaknesses, concentrate on taking maximum advantage of your strengths. If you're the only source available for a particular product, you have tremendous leverage across the board. If economic conditions have created a market in which the product you're selling is in great demand and low supply, that gives you more bargaining power to name your price. If you are the buyer in a depressed economy, you normally have the advantage of too much supply and lower demand. The current housing situation is a classic example of what happens when supply vastly outweighs the demand and market prices fall dramatically.

Establish a strong foundation early in the process by demonstrating your knowledge and expertise of the negotiation subject matter. This may intimidate those on the other side and put them on their heels before they've a chance to establish their own credibility. Playing catch-up in a tough negotiation can be challenging, so it's much better to take the initiative and steer the process in the direction you want.

The Offer

An offer is more than just a dollar amount. It must encompass all of the elements of the bargain and will normally comprise the basis for a contract that formalizes the agreement. If you make an offer without nailing down all of the specifics, you may find out later that there was no meeting of the minds with the other party. The basis of the bargain should include: offer price (in proper denomination), statement of work (scope), identification and quantities of goods or services, delivery schedule, performance incentives (if any), express warranties (if any), terms and conditions, and any documents incorporated by reference.

Trading one element for another--such as a lower price for a more relaxed schedule--is a common tactic. These bargaining chips should be kept in your hip pocket until you need them to close the deal and get the price you want. While your primary focus is normally on price, you should always keep all the other components of the deal in the forefront of your mind. Don't be pressured into accepting boilerplate contracts represented as the " standard of the industry" or something that " we always use." Everything, including the fine print, is open to change. If the other party refuses to alter onerous terms, consider taking your business elsewhere.

To avoid misunderstandings, offers should be presented in writing and include all elements of the bargain. It's a good idea to keep notes containing the rationale for each offer. While these notes won't be disclosed to the other party, they will prove to be invaluable should things go awry and you need to restart negotiations. Part of the process is benefiting from lessons learned and refining your approach and technique. If you work for a company or the government, those notes are usually required to document the negotiated outcome and complete the contract file.

Go For a Win-Win Solution

Throughout the negotiation, try to determine what you believe to be an acceptable outcome for the other party. It may be a combination of different things that aren't necessarily tied solely to price. For example, the delivery date may be the most important thing to the other party, while product quality may be your primary driver.

Understanding the other side's priorities is just as important as understanding your own, so figure out what you would do if you were in his shoes. When constructing your offers, attempt to satisfy some of his priorities if doing so doesn't weaken your overall position. Be prepared to give up the little things in exchange for the big things you don't want to concede. Know your limits and how far you're willing to go on all aspects of the deal.

While you have the power to influence the negotiation process in your favor, your goal should be to secure a good deal without extracting the last pound of flesh from the other party. This is especially true if you will be negotiating with the same party on a recurring basis. The most effective negotiators are professionals who know their business and don't let personalities and irrational behavior interfere with their mission. They are capable of making the other party believe they got the best deal they could under the circumstances.

Once the negotiation is completed, you want to be able to work effectively with those in the other party during contract performance. If they are threatened and pounded into submission, they probably won't negotiate with you again, possibly cutting off any future business. While heated confrontation is a common occurrence during negotiations, at some point collaboration and compromise are needed to get a deal.

Closing the Deal

Successful negotiation is like horse-trading in that it requires a sense of timing, creativity, keen awareness and the ability to anticipate the other party's next move. Negotiation is also like chess in that each move should be designed to set up not only your next move, but several moves down the line. Generally, your moves should get progressively smaller, and you can expect the same from the other party.

Always have the endgame in mind as you plot your strategy, and be prepared at some point to split the remaining difference. It's almost inevitable when the parties are close but can't seem to make that last leap to a single number. It's completely arbitrary, but it gets the job done. That's why all the offers leading up to that point are so important: they will set the stage for the final handshake.

http: //www.entrepreneur.com/article/203168

BUSINESS COMMUNICATION

Business communication is a type of communication used for the purposes of a business. The term refers to both internal and external communication, meaning communication within a business and communication between a business and the public with the aim of promoting a product, service or idea. Communication is a continuous process, in which the sender/encoder conveys verbal or non-verbal messages through some medium to the recipient/decoder. It is essential that the recipient interprets the message as it was intended by the sender. Feedback, or the response of the recipient, is an integral part of the communication process as it shows whether the message was understood in the right way, or ultimately whether the communication was effective. This need of feedback makes communication a two-way process. Communication in business needs to be effective as it is the essence of good management. Effective communication helps managers perform their basic functions of planning, organizing, leading and controlling. One of the main characteristics of business communication is that it is goal-oriented. It is different from other types of communication as the purpose of business is to make profit.

Effective communication is essential for the proper functioning of an organization as it promotes motivation in the team, serves as a source of information, helps in socializing and assists in the controlling process. There are a number of barriers that may stand in the way of effective communication, for example, perceptual and language differences, information overload, inattention, time pressure, external distraction (such as noise and poor lighting) and emotions. Business communication is generally a formal means of communication, meaning that it does not contain colloquial expressions and often follows certain rules. It moves through formal channels and is connected with the official status of the participants. Based on the means used to convey the message there are two types of communication: oral (via speech) and written (via writing). Written communication is most often, but not exclusively, formal. Oral communication can be in the form of direct conversation or telephonic conversation. Several examples of oral communication in business are meetings, speeches, presentations, discussions, conferences, interviews and lectures. Oral communication is preferred when the message is of a temporary kind or when there is a need of direct interaction. Face-to-face communication is important when the sender wants to build trust. Written communication is an essential part of business communication and is used in agendas, reports, manuals and others. Unlike oral communication, which is more spontaneous and allows immediate feedback from the recipient, written communication causes delay. At the same time, writing is considered more reliable, precise and explicit. Written communication is useful in setting principles, policies and rules for the running of an organization and is of great importance for keeping records.

One informal business communication is the " grapevine, " or gossip. This type of communication encompasses the whole organization, irrespective of the authority levels. However, grapevine communication is considered typical of the lower levels of organization. There may be various reasons for the existence of this type of communication, for example, a feeling of uncertainty among employees in the absence of reliable information, or a feeling of segregation when the managers favor certain employees. Grapevine communication may supplement formal communication, and allows managers to get quick and sincere feedback from their subordinates. But it has serious drawbacks in that it is often based on rumor and may not provide a clear and complete picture of the situation. In addition, when used excessively, grapevine communication may reduce the productivity of employees. According to Barry Eckhouse, communication in modern business is essentially a competitive activity, as writers and speakers strive to win the attention of their audience in competition with other parties. In his book Competitive Communication: A Rhetoric for Modern Business (1999), Eckhouse posits that in competitive business communication, the sender may gain advantage via messages that are differentiated or that require the least amount of effort to understand.

http: //www.questia.com/library/communication/business-and-organizational-communication/business-communication

BUSINESS INTERVIEWING

An interview can generally be defined as a meeting between two individuals, with the interviewer seeking to acquire information from the interviewee via a question-and-answer format. The most familiar type of interview is the employment interview, in which the interviewer acquires information needed to determine the interviewee's qualification for a job position. In most large businesses, a staff member from human resources will conduct employment interviews.

The employment interview, designed to match a candidate's qualifications with the company's open positions, takes place at the company. After having completed an employment interview, the interviewer will then verify the references supplied by the prospective employee. Large companies often conduct screening interviews on university campuses or at job fairs. These interviews check the preliminary eligibility of job candidates but do not match skills against specific job openings.

Two or more staff members may conduct interviews for a high-level position within a company. If more than one person is conducting the interview, an interview leader should be appointed. The leader will be responsible for smoothly running the interview, asking prepared questions and ensuring the interviewee's full participation in the process.

All employment interviewers must bear in mind the provisions of the Equal Employment Opportunity legislation. Legally, an employer may not discriminate against people over the age of 40 and against people with disabilities. Employers may not reject job candidates on the basis of gender, military history, or family history and genetic information.

During an interview, an interviewer should encourage the interviewee to speak by repeating the short responses of the interviewees, encouraging them to elaborate on their words. The interviewer should also use positive body language such as nodding his head and should limit all distractions such as phone calls during the actual interview. When interviewers realize that they are receiving one-sided information, they should attempt to elicit contrasting information from the interviewee. One approach is to ask specific questions such as " list one project that you would like to redo, if you could, " or " list a few past mistakes."

A seasoned interviewer will be able to interpret the interviewee's body language, such as their facial expressions, head movements, postures and hand movements. These movements should be interpreted carefully since body language is often unique to the person and cannot be universally translated. In addition, movements and expressions may have different connotations in various cultures. In the United States, it is appropriate for an interviewee to look directly at the interviewer, while in Asian countries, interviewees avert their eyes from the interviewer as a sign of respect.

Both interviewee and interviewer should come to the interview prepared. The interviewer should read the candidate's resume before the interview and prepare a few questions regarding the candidate's career. The interviewee should find out general information about the company and the job openings, and outline some reasons why he or she is best suited for the position.

Once a company has hired an employee, additional interviews will be conducted during the term of employment. The employee's direct manager will provide coaching interviews, during which he will ask the employee about his job, compliment job performance, offer assistance and suggest specific job improvements. A counseling interview will be arranged by the manager to discuss a specific issue with the employee's job performance. Management uses performance-evaluation interviews, generally conducted on an annual basis, to summarize the employee's past performance and set new goals.

An employee interested in changing positions within a company will set up a change-of-status interview with human resources. If the employee is dissatisfied with some of the employer's policies, he or she will arrange for a grievance interview with human resources to discuss the issue. During a disciplinary interview, an employee is officially warned about a particular detrimental behavior. A termination interview is conducted when an employee is fired, and the exit interview marks the employee's final discussion with human resources regarding his view of his dismissal.

http: //www.questia.com/library/communication/business-and-organizational-communication/business-interviewing

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