Presentation

Date: 2015-10-07; view: 370.

Good morning, everyone, thanks for coming to my presentation. I know you are very busy, so I'll be as brief as possible. OK then, I'm going to talk about the new chocolate bar we're putting on the market, the StTropez premium bar. I'll tell you about the test launch we carried out in the south west of England a few weeks ago. My presentation is divided into three parts. First I'll give you some background about the launch.

After that, I'll tell you how we got on and assess it's effectiveness. Finally, I'll outline our future plans for the product. If you have any questions, don't hesitate to ask.

Right, let's start with the background to the launch. As you know, StTropez is a mint and nut bar with a distinctive taste. It's been thoroughly tested in focus groups and special attention was paid to packaging. It's wrapped in a metallic foil. The colors are rich, strong, to give high visual impact. OK everyone? Yes, Johan, you have a question…

So, that's the background. Right, let's now move on to the test launch. How successful was it? Well, in two words, very successful. If you look at the graph, you'll see the bar's actual sales compared with forecast sales. Quite a difference, isn't there? The sales were over 20 % higher than we predicted. In other words a really good result. Well above our expectations. The sales show that the pricing of the product was correct. And they show that as a premium line, the StTropez bar should be successful nationwide. To sum up, a very promising test launch. I believe the bar has great potential in the market.

Right, where do we go from here? Obviously, we'll move on to stage two and have a national advertising and marketing campaign. In a few months, you'll be visiting our sales outlets and taking orders, I hope, for the new product. Thanks very much. Any questions?

Unit 7 Motivation and performance appraisal

1. J – James Broadacre, P – Pamela, M – Melvin

P – James, in your illustrious career, you've had a better run for your money than

most. A lot of luck?

J – I can't dispute that. Though, in fact I'd say that I've been both lucky and happy.

M – So, what precisely do you put your success down to?

J – I guess it's always been my philosophy to find out what I get satisfaction from.

P – And presumably also what you get enjoyment from?

J – Absolutely right.

M – So, tell us your secrets!

J – Well, during my working life there are certain questions that I've asked myself,

mainly when I felt dissatisfied.

P - Dissatisfied with yourself?

J - Let's say dissatisfied with my life – professional and personal. And the answers

have given me a new direction or objective.

M – So, what are the questions?

J – Obviously, early in my career the key questions were about money. For example,

did I want more? And if the answer was yes, then I took steps to get it – either by

persuading my boss that I was worth more or by moving on. First of all, money

was a prime motivating factor for me.

P – So what was next in your hierarchy of needs?

J - Well, next and certainly on a par with money was recognition. Were others valuing

me for my efforts? And, if the answer was no, then it was time to redress the

balance so that I could get the esteem that I felt I deserved.

M- Therefore, If I follow your arguments, you'd put recognition as high as money?

J – Certainly. And after that came the whole area of responsibility. I needed more and

more of a challenge. Not just for the sake of a challenge, but because I genuinely

thrived on taking on additional responsibilities and making damn sure that things

went right and carrying the can if they went wrong. Of course, with more

responsibility came the need for more support. It goes without saying that these

days winning teams are made up of a wide range of professionals with a wide mix

of talents. In brief, that is what I went for. Responsibility with support.

P – Well, there is no doubt that you put together a winning team at Rubicon.

J – Yes, it certainly was. Undoubtedly the most talented group of individuals that I

ever worked with. We shared the same philosophy both on the job and off it. And

it worked like magic.

M – James, I've always thought that your time at Rubicon was the pinnacle of success.

J – I'd go along with that. In fact, by the end of the Rubicon era I'd achieved most of

my ambitions. And what I needed was more time for outside interests. In passing, I

should say that my wife, who has been a loyal supporter throughout and a rock of

strength, thought that it was time for me to spend some time outside of

professional meetings. And so, I started to get on with a whole range of interests –

things I've always dabbled with but never quite managed to master, like a four

iron, for example, or a good novel.

P – Was it hard for you to stop being at the center of power?

J – Not in the least. It was exactly what I wanted: more time for outside interests.

Another thing I needed was longer vacations. In general, other guys take it for

granted that you take two weeks out to recharge your batteries. Well, I guess my

batteries had been recharging themselves fairly healthily up till then. However,

needs change. I needed a break, vacations, time to evaluate the next step.

P – So, are we going to see James Lee Broadacre bowing gracefully out of public life?

J – Not at all. As I said before, need change. And my philosophy has always been to

get the balance right. I'm now at the point where I've got the space I need to do

things I want to do. In short, I'm totally satisfied with my life up to now.