Beruflich Dokumente
Kultur Dokumente
Exercise 1
• Read the article below about the Chief Executive of a shopping centre and exhibition
halls.
• Look at each question 1 – 6 and the two options, A and B.
• Why is each option wrong?
Since becoming Chief Executive of the Star City shopping centre and exhibition halls, Peter
Maurice feels he has done a lot. Now, though, he wants to change the whole feeling of the
business. ‘Visitors should feel we are looking after them,’ he says. ‘Very often the public go
into a shop and find so much there that they can’t decide what to buy, so they don’t buy
anything. Keep it simple, that’s the key to retailing.’
At Star City, staff are encouraged to tell managers, including Maurice himself, what they
think of them. ‘The things they say about me are what I expect, because I’m fairly self-aware
– I know what I’m like and that I can make people a little angry. But I’m very much in favour
of change, and everyone knows that a lot needs to be done.’
He learnt his management techniques the hard way. ‘At 23 I went into business and lost
money. I had to learn fast. Then, at 32, I won an export contract that involved travelling to
Hong Kong several times. I admire the strength of character and the ambition of the people
there, and brought back two very significant words: “No problem”. Then I took a course at
Harvard Business School. It was very hard work, but worth it.’
As well as running Star City, Peter Maurice controls Big Events, which organises exhibitions.
At the moment, Big Events is working on plans for a boat show to rival the Capital Boat
Show, which is moving next year from its traditional site at Star City to a new venue.
For the immediate future, Maurice will continue with the essential work of updating the
centre. After that, he plans to look at ways of expanding Star City beyond the present
conferences and exhibitions, to include major shows and concerts. ‘I want a lively centre full
of exciting events, where my well-trained staff are ambassadors for the company.’
Page 28
1 In Peter Maurice’s opinion, what prevents many customers from making purchases?
A The shop hasn’t got what they want.
B Nobody is available to serve them.
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Exercise 2
• Choose the right answer to each question from the list in the box.
• For questions 1 – 6, underline the part of the text that gives each answer.
1 Question 1: ……
2 Question 2: ……
3 Question 3: ……
4 Question 4: ……
5 Question 5: ……
6 Question 6: ……
© UCLES 2009. This material may be photocopied (without alteration) and distributed for classroom use provided no charge is made. For further
information see our Terms of Use at http://www.teachers.cambridgeESOL.org/ts/legalinfo
© UCLES 2009. This material may be photocopied (without alteration) and distributed for classroom use provided no charge is made. For further
information see our Terms of Use at http://www.teachers.cambridgeESOL.org/ts/legalinfo
Success story
Journalist Mark Stretton examines the growth of an insurance company
which now has sales of £300 million per year.
Ten years ago American-born Henry Eastman got a call from a recruitment consultancy,
inviting him to give up his successful marketing career in one insurance company to become
the head of another, in the UK. This new job was to work for an investment company called
Brinscombe’s, which wanted him to create a brand new car insurance company. Despite the
risks involved, Eastman agreed.
A lot of young drivers in the 20 to 35 age range, especially the ones who have already had
accidents, have difficulties in getting car insurance because most companies think they are
too big a risk. However, Eastman believes there are no problems if their annual payments
are large enough. He offered them insurance cover through television commercials and
attracted many customers by giving out folders in which to keep their policies safe. His
strategy was a good one. Within eight years he had built the business into a national
company with 500,000 customers and sales of £300 million per year.
The company is based in Manchester. The authorities there wanted to increase employment
and offered Eastman a £1 million grant to start up after he promised to create 350 new jobs.
He is now a major employer in the area with 1,400 staff and has also created new specialist
insurance companies for women, credit-card users and people using the internet.
Eastman believes in American management methods: working as a team to get better
results; not being allowed to miss lunch because you are too busy; and having fun. This
belief has recently won him a place in a ‘50 Best Companies to Work For’ survey.
Brinscombe’s later decided to withdraw their investment and offered the company to the
management team. They said ‘yes’, borrowed £80 million from a bank and bought it.
Eastman is pleased with his success. ‘We’re a great and growing company,’ he says, ‘and
we give our customers better service than they can dream of!’
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5 Eastman’s strategy is to
A produce a happy working environment.
B ……………………………………………………………… .
C ……………………………………………………………… .
© UCLES 2009. This material may be photocopied (without alteration) and distributed for classroom use provided no charge is made. For further
information see our Terms of Use at http://www.teachers.cambridgeESOL.org/ts/legalinfo