книги / PRactice Book

Ex.3

Fill in the gap with the appropriate phrasal verb in the correct form

1.The problems of people working in PR and communication counseling

______question the role of lobbyists in the Government.

2.Later, after ______from his threat, the President and the company’s lawyers appeared on a competing Sunday morning TV talk show.

3.The blizzard of the First Amendment ________to 1990.

4.It is pointless _______somebody because the blame was yours!

5.It is reasonable _____ this manager_____, because he seems not to cope with his duties.

Ex.4

Fill in the gaps with:

1.The word “charge”; change it where necessary

1.The land will be _______for you. The only thing you have to do is to choose the

appropriate part of it.

2.His neighbors accused him of murder, but he _______ never _______ it.

3.This document should be signed by the _______party if you want to present it as the evidence.

4.He couldn’t accomplish the mission successfully and thus ________ immediately.

5.Your crazy relatives are too _______ for me.

2.The word “judge”; change it where necessary

1.Robber barons and the ilk were put on the carpet before the ________ of public opinion.

2.Despite the fact, he was put on trial, he still tried to deserve________.

3.Everyone denied the charge on her, but one wicked ________ hardly believed any evidence.

Ex.5

Give English equivalents to the following

Иметь право на защиту, отрицать вину, всестороннее обсуждение, играть важную роль, ограничивать свободу, точка зрения, быть непристойным, проиграть в суде, быть краеугольным камнем, неопровержимая улика, ослабить запрет, защита авторских прав, незаконное присвоение, признавать себя виновным.

Ex.6

Solve the rebus

I

1.3 first letters of the verb synonymic to “to persuade, to influence”

2.the 5th letter of the English alphabet

3.3 first letters of the word that means “the action or policy of censoring books, media, etc”

4.letter T

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II

1.3 first letters of the noun synonymic to “libel”

2.the finish, the conclusion, the final part of a story, an event, an activity, a period of time

3.3 first letters of the prefix that means “against, opposite to”

Ex.7

Translate the following sentences from Russian into English

1.Каждый человек имеет право на юридическую помощь и защиту закона.

2.Сексуальное домогательство строго преследуется по закону.

3.Судебная тяжба длилась более десяти лет, но его так и не признали виновным в совершении преступления.

4.Мы требуем ослабления данного запрета!

5.Промышленный шпионаж и продажа конфиденциальной информации компании – уголовно наказуемые деяния.

Ex.8 Role Play

You are senior managers at a hi-fi manufacturer. Your company is loosing market share. You strongly suspect your main rival is using unfair or even illegal methods to promote its products. Hold a meeting to consider how to solve this problem.

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Chapter 19

Crisis Management

Essential Vocabulary

A watchword – 1) a password; 2) a slogan or cry used to create enthusiasm among the followers of a group 3) a word or phrase that expresses a principle of rule that is important to a group

Allegation – suggestion as if it were fact; E.g. I must refute an allegation that I spent vast sums of money as bribes.

Repugnant (to, with) – causing a feeling of strong dislike, repellent; E.g. Killing was repugnant to him.

Embezzlement – stealing money entrusted to one’s care; Ex.: He was imprisoned for embezzlement thousands of dollars from insurance company.

Instantaneous

Horrendous

Magnitude To cripple To compound To abate Imminent Germane

Word combinations and phrases

An ultimate assignment A front-burner issue To coin a term

Issue management

To implement issue management To orchestrate the process Environmental hazards

To verify the veracity Lay audience

To get a grip on

To go off the record

Exercises

Ex.1

Read the following words. Look up their pronunciation in a dictionary

To orchestrate, an assignment, imminent, germane, repugnant, instantaneous, allegation, to abate, to maintain, maintenance.

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Crisis: to trigger, to interpret, to demonstrate; to experience;

To enhance: consumption, credibility, reputation, living expenses; To abate: a writ, progress, a tax, pride

An issue: to address, to divide, to face, to raise, to settle.

Ex.5

Come up with synonyms to the expression “opportunities and vulnerabilities” Discuss with your partner what opportunities / vulnerabilities a company can have

Ex.6

Fill in the gaps with the words given below. Change the form of the word if necessary

Capable mobile direction political relate achieve mean create affect institute

Issues management is the ______to understand, ______,coordinate and______ all strategic and ______planning functions, and all public _______ skills, towards

______of one objective: ______participation in_________ of public policy that

________personal and ______ destiny.

Ex.8

Planning in crises steps are jumbled. Put them in order. Explain what they mean

Demonstrate responsible management action;

Be in control of situation;

Mitigate the risk;

Define the risk.

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Ex.9

Role play: Work in a group of three people and roleplay the situation

You are in a mobile phone company, Speakeasy Ltd., based in San Diego, California. The company wishes to send two executives to set up a branch office overseas. However the location chosen is politically very unstable and there has been some terrorist activity in the area recently. Hold a meeting to decide:

whether to send the two executives to the area;

if so, how to reduce the risks to which they will be exposed.

Manager A:

You are not in favor of sending the executives to the area. You think the risk is too great. They could be kidnapped, or war could break out at any moment. Both executives are your personal friends and you fear greatly for their safety. If they did go, the company would have to hire an armored car for them, at great cost. Try to persuade your colleagues to give up the idea of sending them.

Manager B:

You are very keen to send the executives because a sales office there would be highly profitable – there is a huge demand for mobile phones in the area. You don’t think the risk is very great. The government controls the area firmly. There have been a few terrorist incidents, but that’s to be expected. The executive can get advice before they go on what precautions to take.

Manager C:

You can’t decide whether the executives should go or not. On the one hand, the area has great sales potential and the company would be the first mobile phone operator to set up an office there. Also, at the moment, there is no terrorist activity. On the other hand, there is a real risk because in other areas of the country, executives have died as a result of terrorist activity or war. If they did go, you think they should have a special bodyguard at all times. This would, of course, be very costly.

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Chapter 20

The Future of Public Relations

Individual Work

Ex.1

Search for, write out and learn words you consider essential from chapter 20

Ex.2

Make up 10 exercises with the words from chapter 20 exchange with your partner and do all of them

Ex.3

Prepare a speech for the conference on “What is the future of public relations”

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Приложение

Text bank

The challenge of turning a brand into an object of love

By John Gapper

Krispy Kreme doughnuts, Poilane bread, Tide soap powder, Harley-Davidson motorcycles, Cheerios cereal. What do these things have in common? According to their supporters, they are remarkable products that are more than just brands. They provoke such affection - even love - that their owners often talk about them to the underprivileged people who have not yet tried them.

Some of them are now called “lovemarks”, a name invented by Kevin Roberts, Chief Executive of Saatchi & Saatchi Worldwide, the advertising agency (or ideas company, as it likes to be known). Mr Roberts prefers products that are 'mysterious' or 'intimate', rather than being useful or competitively priced, and that can inspire 'loyalty beyond reason'.

But love is not a word to be used lightly. For most of us, it means exclusivity: we are not intensely attached to lots of things because we are not built that way. Companies must try either to make products that a few people love, or products that many people quite like; an attempt to do both will produce obstacles and conflicts.

Two things lie behind the craze for emotional involvement. The first is overcapacity: there are too many products in every market segment, and this means it is hard to gain attention for anything ordinary. Seth Godin, a marketing consultant, mentions Frito Lay's launch of Stax, a rival to Procter & Gamble's Pringles potato crisps.

He says that, despite a $50m (£27m) marketing campaign, fewer than half of those people questioned by market researchers recognized the name.

Mr Godin's solution is for companies to make only 'remarkable' things that will make consumers take notice. “The tendency with any industrial or consumer good is to keep making it a little bit better, but that does not help one bit,” he says. A product must be revolutionary, or at least innovative, to attract attention from tired shoppers.

The second factor is the increased ability of consumers to communicate their views about products, whether good or bad. “In the age of the Internet, goods have real-time reputations,” says Ben McConnell, co-author of Creating Customer Evangelists: How Loyal Customers Become a Volunteer Sales Force. He says that the Internet has increased by a factor of 10 the number of people that one consumer can influence.

A company can take advantage of this by creating a group of enthusiasts who will generate buzz about its products. One company that does so is Krispy Kreme, which puts enormous effort into store openings. To help spread the word and provoke excitement, it distributes free doughnuts to people before the launch. These openings then become theatrical events: some fans camp overnight to be first to get a doughnut.

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Wireless Internet: Demands of a more mobile workforce By Sarah Murray

As the revolution in wireless technology gains momentum, hotels are the biggest growth area for wi-fi (wireless networking) hotspots. These days, the business traveler can get online anywhere from meeting and conference spaces to restaurants and bars. A recent report from Visiongain, the UK-based media company, predicted that wi-fi deployment in hotels was set to grow by more than ten times over the coming years. The company believes that, in three years, about 90 percent of all corporate users' laptops will include wi-fi capability. It reckons that the hotel industry will experience the most widespread adoption of the commercial wi-fi hotspots used by laptop and PDA owners.

With such a fast take-up of the new technology it is hardly surprising that hotels are keen to cash in. Opportunities to do so can be derived both from revenue-sharing agreements with telecoms suppliers, as well as from driving more traffic into, say, an unproductive coffee area, by the introduction of wi-fi hotspots. However, perhaps as important a motivation for hotel chains is the need to remain competitive, as their corporate customers -ever more accustomed to working while on the move - are demanding constant and easy access to high-speed Internet connections. Chains have been quick to respond.

Marriott has installed wireless connections in more than 900 of its properties - primarily in meeting and public spaces - at leading business travel destinations such as New York, Washington, San Francisco, Chicago, London, Frankfurt, Tokyo, Singapore and Hong Kong. 'We see the priority for wireless lying in places where mobility is a premium for travelers - in the lobby or in a meeting environment - where they want to move to a break out room and don't want to have to reconnect,' says Lou Paladeau, Marriott's vicepresident of technology business development.

And high-speed connections certainly can boost a property's business. Since installing Cisco's high-speed Internet access for its guests, for example, the 500-room Palace Hotel in Japan has increased revenue by $27,000 per month. “If a guest tries our Internet service for a day, he or she never stops using it until the departure day,” says Kyohei Hirose, director of rooms at the Palace Hotel. “Once our foreign guests experience this service, it becomes the reason for them to come back to the Palace Hotel again”.

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Corporate road warriors By Stuart Crainer

The characteristic that most distinguishes today's executives is not their technological sophistication but the amount of time they spend on the move. To observe the real impact of globalization, you only have to walk around an international airport. Among the crowds of tourists, an army of road warriors and corporate executives march red-eyed across the world's time zones. Global markets mean constant global travel.

Management consultants are among the most frenetic frequent fliers. They routinely cross continents for a face-to-face meeting and then return home. They point to the importance of personal contact. For a profession built on rational analysis, it seems illogical. Face-to-face meetings when one of the parties is exhausted and jet-lagged seem unlikely to benefit anyone. But most consultants act as if e-mail and satellite links had never been invented. For the masters of logic, only the face-to-face experience will do.

The question is why all the technological gadgetry has failed make a dent in the amount of business travel? The answer seems to lie with a simple statistic. More than 90 percent of human communication is non-40 verbal (some studies put it as high as 93 percent). Facial expressions, body language, eye contact - these are all key conduits. Without them you can't get past first base. It's tough to bond over the Internet. “Most of us still want face-to-face contact,” says Cary Cooper, professor of organizational psychology and health at the University of Manchester Institute of Science and Technology (UMIST). “A lot of people rely on their personalities to persuade others,” he says. “That doesn't come out in e-mails, and video conferencing is limiting. They may also want to influence people outside of the meeting. A lot of lobbying goes on before and after meetings. That's why eyeball-to-eyeball is so important. We still don't fully trust the technology even though it's been around for a while. We prefer to talk behind closed doors.”

We also read body language to pick up the atmosphere, he says. “We walk into a meeting and pick up the feel of what the other people are thinking. We watch how Y reacts to what X is saying. You can't do that by videoconference. Most of us don't have the self-confidence to believe we can build the sorts of relationships we need with clients and suppliers down the wire. Business travel won't decrease for that reason. It's a shame because at the moment we're burning out an awful lot of people”.

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