雅思备考练习提升Internal Market 更新Word文档下载推荐.docx

雅思备考练习提升Internal Market 更新Word文档下载推荐.docx

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Whyisinternalmarketingsoimportant?

First,becauseit'

sthebestwaytohelpemployeesmakeapowerfulemotionalconnectiontotheproductsandservicesyousell.Withoutthatconnection,employeesarelikelytounderminetheexpectationssetbyyouradvertising.Insomecases,thisisbecausetheysimplydon'

tunderstandwhatyouhavepromisedthepublic,sotheyendupworkingatcross-purposes.Inothercases,itmaybetheydon'

tactuallybelieveinthebrandandfeeldisengagedor,worse,hostiletowardthecompany.We'

vefoundthatwhenpeoplecareaboutandbelieveinthebrand,they'

remotivatedtoworkharderandtheirloyaltytothecompanyincreases.Employeesareunitedandinspiredbyacommonsenseofpurposeandidentity.

Unfortunately,inmostcompanies,internalmarketingisdonepoorly,ifatall.Whileexecutivesrecognisetheneedtokeeppeopleinformedaboutthecompany'

sstrategyanddirection,fewunderstandtheneedtoconvinceemployeesofthebrand'

spower－theytakeitasagiven.

Employeesneedtohearthesamemessagesthatyousendouttothemarketplace.Atmostcompanies,however,internalandexternalcommunicationsareoftenmismatched.Thiscanbeveryconfusing,anditthreatensemployees'

perceptionsofthecompany'

sintegrity:

Theyaretoldonethingbymanagementbutobservethatadifferentmessageisbeingsenttothepublic.Onehealthinsurancecompany,forinstance,advertisedthatthewelfareofpatientswasthecompany'

snumberonepriority,whileemployeesweretoldthattheirmaingoalwastoincreasethevalueoftheirstockoptionsthroughcostreductions.Andonemajorfinancialservicesinstitutiontoldcustomersthatitwasmakingamajorshiftinfocusfrombeingafinancialretailertoafinancialadviser,but,ayearlater,researchshowedthatthecustomerexperiencewiththecompanyhadnotchanged.Itturnedoutthatcompanyleadershadnotmadeanefforttosellthechangeinternally,soemployeeswerestillchurningouttransactionsandhadn'

tchangedtheirbehaviortomatchtheirnewadviserrole.

Enablingemployeestodeliveroncustomerexpectationsisimportant,ofcourse,butit'

snottheonlyreasonacompanyneedstomatchinternalandexternalmessages.Anotherreasonistohelppushthecompanytoachievegoalsthatmightotherwisebeoutofreach.In1997,whenIBMlauncheditse-businesscampaign（whichiswidelycreditedforturningaroundthecompany'

simage）,itchosetoignoreresearchthatsuggestedconsumerswereunpreparedtoembraceIBMasaleaderine-business.Althoughtotheoutsideworldthislookedlikeanexternalmarketingeffort,IBMwasalsousingthecampaigntoalignemployeesaroundtheideaoftheInternetasthefutureoftechnology.Theinternalcampaignchangedthewayemployeesthoughtabouteverythingtheydid,fromhowtheynamedproductstohowtheyorganisedstafftohowtheyapproachedselling.Thecampaignwassuccessfullargelybecauseitgaveemployeesasenseofdirectionandpurpose,whichinturnrestoredtheirconfidenceinIBM'

sabilitytopredictthefutureandleadthetechnologyindustry.Today,researchshowsthatpeoplearefourtimesmorelikelytoassociatetheterm"

e-business"

withIBMthanwithitsnearestcompetitor.

Perhapsevenmoreimportant,bytakingemployeesintoaccount,acompanycanavoidcreatingamessagethatdoesn'

tresonatewithstaffor,worse,onethatbuildsresentment.In1996,UnitedAirlinesshelvedits"

ComeFlytheFriendlySkies"

sloganwhenpresentedwithasurveythatrevealedthedepthofcustomerresentmenttowardtheairlineindustry.Inanefforttoownuptotheindustry'

sshortcomings,Unitedlaunchedanewcampaign,"

Rising,"

inwhichitsoughttodifferentiateitselfbyacknowledgingpoorserviceandpromisingincrementalimprovementssuchasbettermeals.Whilethiswasalogicalpremiseforthecampaigngiventhetenorofthetimes,acampaignfocusingoncustomers'

distasteforflyingwasdeeplydiscouragingtothestaff.EmployeeresentmentultimatelymadeitimpossibleforUnitedtodelivertheimprovementsitwaspromising,whichinturnunderminedthe"

Rising"

pledge.Threeyearslater,Uniteddecidedemployeeoppositionwasunderminingitssuccessandpulledthecampaign.Ithassincemovedtoamoreinclusivebrandmessagewiththeline"

United,"

whichbothaudiencescanembrace.Here,afundamentalprincipleofadvertising－findandaddressacustomerconcern－failedUnitedbecauseitdidnotconsidertheinternalmarket.

Whenitcomestoexecution,themostcommonandeffectivewaytolinkinternalandexternalmarketingcampaignsistocreateexternaladvertisingthattargetsbothaudiences.IBMusedthistacticveryeffectivelywhenitlauncheditse-businesscampaign.Ittookoutaneight-pageadintheWallStreetJournaldeclaringitsnewvision,amessagedirectedatbothcustomersandinternalstakeholders.Thisisanexpensivewaytocaptureattention,butifusedsparingly,itisthemostpowerfulformofcommunication;

infact,youneeddoitonlyonceforeveryoneinthecompanytoreadit.There'

sasymbolicadvantageaswell.Suchatacticsignalsthatthecompanyistakingitspledgeveryseriously;

italsosignalstransparency－thesamemessagegoingouttobothaudiences.

Advertisingisn'

ttheonlywaytolinkinternalandexternalmarketing.AtNike,anumberof　seniorexecutivesnowholdtheadditionaltitleof"

CorporateStoryteller."

Theydeliberatelyavoidstoriesoffinancialsuccessesandconcentrateonparablesof"

justdoingit,"

reflectingandreinforcingthecompany'

sadcampaigns.Onetale,forexample,recallshowlegendarycoachandNikecofounderBillBowerman,inanefforttobuildabettershoeforhisteam,pouredrubberintothefamilywaffleiron,givingbirthtotheprototypeofNike'

sfamousWaffleSole.Bytalkingaboutsuchinventivemoves,thecompanyhopestokeepthespiritofinnovationthatcharacterisesitsadcampaignsaliveandwellwithinthecompany.

Butwhiletheirmessagesmustbealigned,companiesmustalsokeepexternalpromisesalittleaheadofinternalrealities.Suchpromisesprovideincentivesforemployeesandgivethemsomethingtoliveupto.Inthe1980s,Fordturned"

QualityIsJob1"

fromaninternalrallyingcryintoaconsumersloganinresponsetothethreatfromcheaper,morereliableJapanesecars.Itdidsobeforetheclaimwasfullyjustified,butbyplacingitinthepublicarena,itgaveemployeesanincentivetomatchtheJapanese.Ifthepromiseispushedtoofarahead,however,itlosescredibility.WhenabeleagueredBritishRaillaunchedacampaignannouncingserviceimprovementsunderthebanner"

We'

reGettingThere,"

itdidsoprematurely.Bydrawingattentiontothegapbetweenthepromiseandthereality,itprompteddestructivepresscoverage.This,inturn,demoralisedstaff,whohadbeenlegitimatelyproudoftheserviceadvancestheyhadmade.

Questions27-32

Completeeachsentencewiththecorrectending,A-E,below.

Writethecorrectletter,A-E,inboxes27-32onyouranswersheet.

NBYoucanuseanylettermorethanonce.

27Ahealthcompany

28Afinancialinstitution

29Acomputercompany

30Anairline

31Asportshoecompany

32Arailwaycompany

Aalienateditsemployeesbyitsapologeticbrandingcampaign.

Battractednegativepublicitythroughitsadvertisingcampaign.

Cproducedconflictingimagebetweenitsemployeesandthegeneralpublic.

Dsuccessfullyusedanadvertisingcampaigntoinspireemployees.

Edrawsonthelegendsofthecompanyspirit.

Questions33-40

DothefollowingstatementsagreewiththeclaimsofthewriterinReadingPassage3?

Inboxes33-40onyouranswersheet,write

YESifthestatementagreeswiththeclaimsof'

thewriter

NOifthestatementcontradictswiththeclaimsofthewriter

NOTGIVENifitisimpossibletosaywhatthewriterthinksaboutthis

33Astrongconvictioninthebrandcancontributetohigherjobperformance.

34Itiscommonforcompaniestooverlookthenecessityforinternalcommunication.

35ConsumerswerereadytoviewIBMasaleaderine-businessbeforetheadvertisingcampaign.

36UnitedAirlines'

failureinitsbrandingcampaignwasduetothebadadviceofanadvertisementagency.

37UnitedAirlineseventuallyabolisheditscampaigntoboostimageastheresultofamarketresearch.

38ItisanexpensivemistakeforIBMtolaunchitsnewe-businesscampaign.

39Nikeemployeesclaimedthattheywereinspiredbytheircompanytales.

40Aslightdifferencebetweeninternalandexternalpromisescancreateasenseofpurpose.

显示答案

27.C

28.C

29.D

30.A

31.E

32.B

33.Yes

34.Yes

35.No

36.No

37.NotGiven

38.No

39.NotGiven

40.Yes

解题思路

27.该题对应文章第三段中间“Onehealthinsurancecompany,forinstance…”。

很明显可以看出这里所写的内容是一个例子，用以证明前一句的观点“Theyaretoldonethingbymanagementbutobservethatadifferentmessageisbeingsenttothepublic”。

所以正确答案为选项C“producedconflictingimagebetweenitsemployeesandthegeneralpublic”。

28.该题同样对应文章第三段中间“Andonemajorfinancialservicesinstitution…”。

很明显可以看出该题与前一道题所讲到的“healthinsurancecompany”一样都是为了说明观点“Theyaretoldonethingbymanagementbutobservethatadifferentmessageis