Английский язык. Практический курс для решения бизнес-задач Пусенкова Нина
All three forces act to increase downward pressure on prices. Globalization means that companies will move their production to cheaper sites and bring products into a country at prices lower than those charged by the domestic sellers. Hypercompetition means that there are more suppliers competing for the same customer, leading to price cuts. And the Internet means that people can compare prices more quickly and move to the lowest-cost offer. The marketing challenge, then, is to find ways to maintain prices and profitability in the face of these macro trends. No country’s industry is going to hold on to its customers if it can’t continue to lead in offering the most value.
At the same time, various world regions are becoming more integrated and more protective. The members of a region are seeking preferential terms from the other members of the region. But artificial trade preferences cannot last long against a substantial deterioration in value.
– What are the main new trends in marketing?
My list would include:
– From make-and-sell marketing to sense-and-respond marketing
– From owning assets to owning brands
– From vertical integration to virtual integration (outsourcing)
– From mass marketing to customized marketing
– From operating only in the marketplace to also operating in cyberspace
– From pursuing market share to pursuing customer share
– From focusing on customer attraction to focusing on customer retention
– From transaction marketing to relationship marketing
– From customer acquisition to customer retention and satisfaction
– From mediated marketing to direct marketing
– From marketer monologue to customer dialogue
– From separated planning of communications to integrated marketing communications
– From single-channel marketing to multichannel marketing
– From product-centric marketing to customer-centric marketing
– From the marketing department doing the marketing to everyone in the company doing the marketing
– From exploiting suppliers and distributors to partnering with them
– How will organizations be affected by the substantial increase in the velocity of change?
Successful companies must practice trend watching and scenario planning. It never hurts to identify trends and speculate about their implications for the company. Companies can also benefit from imagining different future scenarios and planning responses to them. Royal Dutch/Shell attributes some of its profitability to the use of scenario planning.
– What are the major changes within the field of marketing since the famous 4Ps?
There have been countless changes. We have been shifting from mass marketing to segment marketing to niche marketing to one-to-one marketing. We have recognized the growing importance of service. We have improved our skills at brand building and brand asset management. We are making better use of Web marketing. We are developing new metrics for measuring the impact of marketing expenditures.
– What are the newest skills needed in marketing?
Marketing traditionally has relied on four marketing skills and tools: the sales force, advertising, sales promotion, and marketing research. Every company needs to master these tools. But marketing departments also need a whole new set of skills. Among them are brand building, customer relationship management, database marketing, telemarketing, experiential marketing, and profitability analysis by product, segment, channel, and customer.
– What is experiential marketing?
Marketers need to think more about delivering a positive experience for the customer than about simply selling a product or a service. Starbucks markets a «coffee experience» as customers sit in its attractive shops and escape from the hustle and bustle of the busy world. The famous Barnes & Noble chain of bookstores delivers an experience that includes chairs and tables for sitting and reading, evening lectures and performances, and a great coffee shop. REI, a retailer selling climbing equipment, includes a climbing wall and a simulated rainfall in its stores so that customers can test and experience the performance of its products. This suggests that marketers should think through the experience that customers have when they obtain a product or service and see how they can provide a simulation of this experience.
– What are metamarkets?
A metamarket facilitates all of the activities involved in obtaining an item for use or consumption. To buy a car, I must choose the car, finance it, and obtain insurance. Edmunds.com is an online metamarket where I can get information about all cars, search for the best dealer for the car that I want, arrange for a loan, and buy insurance. Another example is theknot.com, an online metamarket for obtaining everything connected with preparing a wedding, including gowns, invitations, gifts, etc.
– What are the most significant challenges marketers face today?
I would list the following challenges:
1. Getting better financial measures of the impact of marketing programs. Marketing has been lax in developing marketing metrics to show what particular expenditures and campaigns have achieved. CEOs are no longer satisfied with measures of how much awareness, knowledge, or preference has been created by marketing programs. They want to know how much sales, profit, and shareholder value has been created. One step in the right direction is at Coca-Cola, where its marketers must estimate the financial impacts of their programs before getting a budget and after spending the money. This will produce a financial mindset in Coca-Cola’s marketers.
2. Developing more integrated information about important customers. Customers come in contact with a company at various touchpoints: by e-mail, by snail mail, by phone, in person, and so on. Yet if these touchpoints are not recorded, the company won’t have a 360-degree view of a prospect or customer and therefore is handicapped in developing sound offerings and communications for that customer.
3. Getting marketing to be the company’s designer and driver of market strategy. Too much marketing today is 1P marketing; that is, marketing deals only with promotion, with other departments heavily determining the product, the price, and the place. I remember a major European airline at which the VP of marketing confessed that he doesn’t set the fare or the product conditions (food, staff, decor) or the flight schedules, but only the advertising and the sales force. How can marketing be effective if the 4Ps are not under unified planning and control?
4. Facing lower-cost/higher-quality competitors. As China continues its rapid growth, U.S. firms will face a repeat of the Japanese threat, which consisted of competing with Japanese companies that were able to offer better products at lower costs. This will force more U.S. companies to shift their production to China, and this will reduce jobs at home.
5. Coping with the increasing power and demands of mega-distributors. Mega-retailers such as Wal-Mart, Costco, Target, Office Depot, and others are commanding a larger share of the retail marketplace. Many mega-retailers are carrying store brands that are equal in quality to national brands and lower in price, thus forcing down manufacturers’ margins. National-brand companies feel more than ever at the mercy of mega-retailers and are desperately searching for defensive and offensive strategies.
– You say that the main economic problem plaguing companies is industry overcapacity. What are the main causes of this problem? How can companies cope with it?
Almost every industry suffers from overcapacity. The world auto industry could probably produce 30% more cars without adding another factory. The same can be said for the steel industry and many chemical industries. Customers are scarce, not products. Overcapacity is the result of companies’ overoptimism about economic prospects and about their prowess in the marketplace. I have seen many companies plan for a 10% increase in sales when the total market is growing by only 3%. When this happens, the result is overcapacity and hypercompetition. Hypercompetition can only result in falling prices. The main defenses include (1) building a superior brand, (2) developing more loyal customers who will pay a higher price, (3) and acquiring or merging with other companies to rationalize the supply.
– What is the difference between a competitive market and a hypercompetitive market?
Many markets have moved from being competitive markets to becoming hypercompetitive markets. In a competitive market, a company can usually sustain its market position and competitive advantage. In a hypercompetitive market, there is hardly any sustainable competitive advantage. Rapid technological change and globalization can destroy competitive advantages overnight. The only hope is to practice continuous improvement – some even say continuous breakthroughs. When Jack Welch was CEO of General Electric, he told his people: «Change or die!» Perhaps the only advantage a company can have is an ability to change faster than its competitors.
Companies, of course, should study other companies that have mastered certain processes, whether those be product development, customer retention, or order fulfillment. Benchmarking, however, has two forms: passive, in which one company copies the practices of another; and creative, in which one company copies and improves on a process seen at another company. Creative benchmarking is about bettering the best, not just copying the best.
– You write that the customer has become the hunter. What impact does that have on marketing strategies?
Customers now have the power. With the advent of the Internet, they have great amounts of information about brands, prices, product quality, features, and service at their disposal. This is in contrast to the past, when information was largely in the hands of the sellers and the cost of acquiring information was high for the buyers. Today the buyer of a car goes on the Internet, searches for product and price information, and comes armed with the facts to wrest a good price from the seller. The sellers who have the best chance to survive and prosper are those who have found ways, in the words of Jack Welch, to «keep giving the customers more for less… while maintaining a profit.»
– How can a company survive in an environment where the markets are changing faster than the marketing?
Not all companies can survive! This is evidenced by the high rate of bankruptcy and the rapid increase in M&As. When there is too much capacity, mergers help to rationalize that capacity. The companies that will do well will be those that can create and deliver the most value to customers. The task is to assess the trajectory of customer wants accurately.
Source: www.amanet.org, 2005
Essential Vocabulary
1. globalisation n – глобализация
2. site n – место, местонахождение; производственная или строительная площадка
3. trend n – тренд, тенденция
4. preferential terms – предпочтительные, наиболее благоприятные условия
5. retention n – удержание, сохранение, задержание
retain v – нанимать, удерживать, сохранять
retained a – удержанный, сохраненный; нераспределенный (о прибыли)
6. transaction (trans) n – сделка, операция
7. mediator n – посредник, ходатай
mediation n – посредничество, ходатайство, вмешательство с целью примирения
mediate v – посредничать, ходатайствовать
8. scenario n – сценарий
9. implication n – последствие; вовлечение; причастность; значение
implicate v – впутывать, вовлекать, подразумевать
10. expenditure n – расходы, затраты, расходная часть бюджета, статья расхода
expend v – тратить, расходовать, затрачивать
expendable a – потребляемый, расходуемый; невозвратимый, одноразового применения
11. tool n – инструмент
12. sales force – сбытовики
13. set n – комплект, набор, коллекция, серия, ряд, состав; компания, круг, партия; множество; строение, конфигурация; тенденция
set v – ставить, помещать, поставить; располагаться; сажать, надевать, вставлять; направлять, приготавливать, устанавливать, определять, назначать, ставить (задачу), подавать (пример), вводить, внедрять (модель)
14. facilitator n – способствующее (сделке) лицо
facilitate v – способствовать, облегчать (в некот. контекстах давать взятку)
15. measure n – мера, система измерений, единица измерения, мерка; мероприятие
measure v – измерять, мерить, отмерять, оценивать
16. metric n – мерило, измеритель
metric a – метрический
17. campaign n – кампания
18. prospect n – вид; потенциальный клиент; перспектива, будущее
prospecting n – поисковые работы (горн.)
prospect v – исследовать, разведывать, искать (клиентов, полезные ископаемые)
prospective а – будущий, предполагаемый, ожидаемый
19. retailer n – розничный торговец
retail a – розничный
20. capacity n – производственная мощность, способность, потенциал, функция
21. overcapacity n – переизбыток производственных мощностей
22. scarcity n – нехватка, недостаток, дефицит
scarce a – дефицитный, редкий (ресурс)
23. merger n – слияние
merge v – сливаться
24. benchmarking n – бенчмаркинг
25. mergers and acquisitions (M&A) – слияния и поглощения
Exercise 1*. Which of the following statements are not correct and why?
1. Globalization means that companies will bring products into a country at prices higher than those charged by the domestic sellers. 2. Hypercompetition means that there are less suppliers competing for the same customer, leading to price hikes. 3. The Internet means that people can compare prices more quickly and move to the lowest-cost offer. 4. Various world regions are becoming less integrated and less protective. 5. In the fast-changing world, it is useless to identify trends and speculate about their implications for the company. 6. Nowadays, marketing departments need a whole new set of skills. 7. Marketers need to think about profitably when selling a product or a service. 8. Marketing has been lax in developing marketing metrics to show what particular expenditures and campaigns have achieved. 9. The Japanese threat to the US companies meant competing with Japanese companies that were able to offer similar products at lower costs. 10. Today, both customers and products are scarce. 11. In a hypercompetitive market, there is hardly any sustainable competitive advantage. 12. In the past, information was largely in the hands of the sellers and the cost of acquiring information was high for the buyers.
Exercise 2*. Philip Kotler names different types of marketing. Find 19 categories of marketing in the text and explain what they mean.
Exercise 3*. Fill in the blanks using terms given below.
Benchmarking
Benchmark refers to a…… of best practice…….. Benchmarking refers to the search for the best practice that yields the benchmark performance, with em on how you can……. the process to achieve…….. results.
Benchmarking is a process used in management and particularly……, in which companies……. various aspects of their business processes in relation to best practice, usually within their own…… This then allows companies to…… plans on how to…… such best practice. Benchmarking may be a…… event, but is often treated as a continuous process in which companies continually seek to…… their practices.
Benchmarks and benchmarking can provide you with facts to answer the questions about the…….. position of your company. They can provide you with…….. to show you what can be achieved. Perhaps more important, benchmarking can tell you how you can achieve the same type of results! In short, benchmarking gives you the external…….. and the best practices on which to base your evaluations and to…… your work processes.
All process improvement efforts require a sound methodology and……, and benchmarking is no different. You need to:
1. Set……. and define the……. of your efforts
2. Gain……. from your organization
3. Select a benchmarking…….
4……. benchmarking partners
5. Gather information (research……., benchmarking visits)
6. Distill the learning
7. Select ideas to…….
8……
9. Implement
There are essentially three types of benchmarking: strategic, data-based, and process-based benchmarking. They differ depending on the type of information you are trying to gather. Strategic Benchmarking looks at the….. companies use to…… Benchmarking to ensure improvements in business process performance generally…….. on uncovering how well other companies…….. in comparison with you and others, and how they…… this performance. This is the focus of Data-based and Process-based Benchmarking.
Benchmarking can be fraught with potential problems…….. from simple…….. to serious legal problems. To minimize the likelihood of these types of difficulties, we strongly recommend you to follow Benchmarking’s Golden Rule: treat your partner and their information the way you’d like them to treat you and yours.
Source: www.isixsigma.com
Terms:
achieve, compete, identify, pilot, focuses, competitive, support, one-off, ranging, industry, measure, scope, performance, misunderstanding, superior, implementation, surveys, apply, strategic management, approach, evaluate, develop, references, adopt, challenge, data, design, objectives, implement, strategies, perform
Exercise 4. Translate into English.
Филипп Котлер: «Коррупция противоречит философии маркетинга»
– Как изменился маркетинг за последние десять лет? Ведь многие российские компании существуют примерно столько, соответственно, знания маркетологов приобретались лет десять назад.
– За это время маркетинг прошел четыре основные стадии. Первая стадия характеризуется сильной «ориентацией на продукт». Это было время, когда производство не достигло еще того массового уровня, который мы имеем на данный момент, и количество товаров было ограничено. Соответственно, они пользовались спросом, и усилия по маркетингу сводились к минимуму. Вторая стадия – так называемая «ориентация на продажи» – наступила тогда, когда производство достигло определенного уровня, рынок наполнился товарами, а компании начали вести активную торговлю. Третья стадия, известная как стадия «сегментной ориентации», ознаменовала переход к продажам, направленным не на весь рынок, как это было ранее, а на определенные сегменты с совершенно конкретными задачами. Компании адаптировали товары, услуги и методы взаимодействия с потребителями к конкретным целевым сегментам рынка. И, наконец, четвертая стадия – стадия «ориентации на потребителя». Она наступила тогда, когда компании решили собрать и использовать максимально полезным способом информацию о каждом индивидуальном участнике целевого сегмента рынка.
– Существует ли в профессиональной среде правильное понимание самого термина «маркетинг»? Насколько часто встречается подмена этого понятия другими, смежными?
– На самом деле у маркетинга множество определений, которые отделяют его от смежных понятий просто рекламы или просто продажи. А какого-либо универсального определения не существует. Мое определение таково: «Маркетинг – это искусство и наука правильно выбирать целевой рынок, привлечь, сохранить и нарастить количество потребителей посредством создания у покупателя уверенности, что он представляет собой наивысшую ценность для компании».
– Общеизвестно, что российская экономика довольно сильно коррумпирована. Успешность компании зачастую зависит не от профессионализма ее менеджеров, а от ее связей с госструктурами и правоохранительными органами. В этой связи будет ли здесь работать традиционная теория маркетинга и должны ли компании корректировать свою стратегию в соответствии с этими реалиями?
– Коррупция самым отрицательным образом влияет на естественный процесс конкуренции. В ситуации стандартных рыночных отношений покупатель делает свой выбор в пользу той или иной компании, основываясь на оптимальном сочетании цены и качества. Например, логичным кажется, что компания, которая решила сделать закупку грузовиков для осуществления поставок своих товаров, приобретает машины той марки, которая наилучшим образом отвечает ее потребностям и обеспечивает оптимальное соотношение цены и качества. Однако, если человек, ответственный за покупку, получает взятку и делает выбор в пользу товаров худшего качества, компания несет соответствующие убытки. Таким образом, коррупция – это явление, противоречащее всей философии маркетинга, философии оптимизации эффективности производства и продаж. Словом, там, где существует коррупция, конкуренты по рынку должны понимать это и стараться избегать таких механизмов, не способствовать их распространению.
– Как вы считаете, какое место в компании должен занимать отдел маркетинга? Какой уровень решений должен находиться в его компетенции?
– Я считаю, что отдел маркетинга должен играть ключевую роль в разработке целостной стратегии предприятия. Любая бизнес-стратегия должна отталкиваться от конкретного рынка, опираясь на опыт тех, кто с ним знаком, – отдела маркетинга, ведь он имеет заведомо лучшее представление о потребностях покупателей, конкурентах и посредниках компании. К сожалению, очень большое количество предприятий не использует по назначению ресурсы, которыми располагает отдел маркетинга. Компании стремятся продать то, что уже решили производить, и тратят на это много усилий и средств. Таким образом, отдел маркетинга вынужден заниматься промоушен, а не собственно маркетингом. При этом не следует забывать, что понятие маркетинга включает в себя не одно P (promotion), а четыре – product, price, place, promotion (продукт, цена, место, продвижение).
– Какие только зарождающиеся новые тенденции вы видите в маркетинге? В настоящее время развитие получают интернет-технологии, а что, по-вашему, будет дальше?
– Новые технологии продолжают открывать новые возможности перед маркетологами. Полагаю, продолжит расти значение «маркетинга по базам данных» (database marketing), будет развиваться «маркетинг отношений с клиентами» (customer relationship marketing, CRM). Можно увидеть и тенденцию к дальнейшему развитию автоматизированных продаж и маркетинга без участия человека. Компании придут к использованию маркетинговых «пультов управления», чтобы контролировать все маркетинговые операции. А традиционная реклама будет постепенно вытесняться Интернетом и связями с общественностью.
Источник: Интервью «Независимой газете» 03.11.2003. www.6n.ru
Lesson 9
Strategic Management Models
Read and translate the text and learn terms from the Essential Vocabulary.
The BCG Growth-Share Matrix
The BCG Growth-Share Matrix is a portfolio-planning model developed by Bruce Henderson of the Boston Consulting Group in the early 1970s. It is based on the product life-cycle theory that can be used to determine what priorities should be given in the product portfolio of a business unit. To ensure long-term value creation, a company should have a portfolio of products that contains both high-growth products in need of cash inputs and low-growth products that generate a lot of cash.
The matrix proceeds from the assumption that a company’s business units can be classified into four categories based on combinations of market growth and market share relative to the largest competitor, hence the name «growth-share». Market growth serves as a proxy for industry attractiveness, and relative market share serves as a proxy for competitive advantage. The growth-share matrix maps the business units’ positions within these two important determinants of profitability.
This framework assumes that an increase in relative market share will result in an increase in the generation of cash. This assumption often is true because of the experience curve; increased relative market share implies that the firm is moving forward on the experience curve relative to its competitors, thus developing a cost advantage. A second assumption is that a growing market requires investment in assets to increase capacity and therefore results in the consumption of cash. Thus the position of a business on the growth-share matrix provides an indication of its cash generation and its cash consumption.
The cash required by rapidly growing business units could be obtained from the firm’s other business units that were at a more mature stage and generating significant cash. By investing to become the market share leader in a rapidly growing market, the business unit could move along the experience curve and develop a cost advantage. From this reasoning, the BCG Growth-Share Matrix was born.
The four categories of the matrix are:
Dogs. Dogs have a low market share and a low growth rate and thus neither generate nor consume a large amount of cash. However, dogs are cash traps because of the money tied up in a business that has little potential. Such businesses are candidates for divestiture.
Question Marks. Question Marks are growing rapidly and thus consume large amounts of cash, but because they have low market shares they do not generate much cash. A question mark has the potential to gain market share and become a star, and eventually a cash cow when the market growth slows. If the question mark does not succeed in becoming the market leader, then after years of cash consumption it will degenerate into a dog when the market growth declines. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share.
Stars. Stars generate large amounts of cash because of their strong relative market share, but also consume large amounts of cash because of their high growth rates; therefore the cash in each direction approximately nets out. If a star can maintain its large market share, it will become a cash cow when the market growth rate declines. The portfolio of a diversified company always should have stars that will become the next cash cows and ensure future cash generation.
Cash Cows. As leaders in a mature market, cash cows exhibit a return on assets that is greater than the market growth rate, and thus generate more cash than they consume. Such business units should be «milked», extracting the profits and investing as little cash as possible. Cash cows provide the cash required to turn question marks into market leaders, to cover the administrative costs of the company, to fund R&D, to service the corporate debt, and to pay dividends to shareholders. Because the cash cow generates a relatively stable cash flow, its value can be accurately determined by calculating the present value of its cash stream using a discounted cash flow analysis.
Under the growth-share matrix model, as an industry matures and its growth rate declines, a business unit will become either a cash cow or a dog, determined solely by whether it had become the market leader during the period of high growth.
While originally developed as a model for resource allocation among the various business units in a corporation, the growth-share matrix also can be used for resource allocation among products within a single business unit.
The BCG matrix can help understand a frequently made strategic mistake: having a one-size-fits-all approach to strategy such as a generic growth target or a generic return on capital for the entire corporation.
In such a scenario:
Cash Cows will beat their profit target easily; their managers have an easy job and are often praised anyhow.
Dogs fight an impossible battle and, even worse, investments are made now and then in hopeless attempts to «turn the business around».
As a result, Question Marks and Stars get mediocre investment funds. In this way they are unable to ever become cash cows and earn money.
Limitations
The BCG matrix once was used widely, but has since faded from popularity as more comprehensive models have been developed. Some of its weaknesses are:
Market growth rate is only one factor in industry attractiveness, and relative market share is only one factor in competitive advantage. The growth-share matrix overlooks many other factors in these two important determinants of profitability.
The framework assumes that each business unit is independent of the others. In some cases, a business unit that is a «dog» may be helping other business units gain a competitive advantage.
The matrix depends heavily upon the breadth of the definition of the market. A business unit may dominate its small niche, but have very low market share in the overall industry. In such a case, the definition of the market can make the difference between a dog and a cash cow.
While its importance has diminished, the BCG matrix still can serve as a simple tool for viewing a corporation’s business portfolio at a glance, and may serve as a starting point for discussing resource allocation among strategic business units (SBUs).
Source: www.netmba.com
The GE/McKinsey Matrix
The GE/McKinsey Matrix is a later and more advanced form of the BCG Matrix. It is a model to perform business portfolio analysis on the Strategic Business Units of a corporation. A business portfolio is the collection of SBUs that make up a corporation. The optimal business portfolio is one that fits perfectly to the company’s strengths and helps to exploit the most attractive industries or markets. A SBU can either be a midsize company or a division of a large corporation that formulates its own business level strategy and has separate objectives from the parent company.
The aim of a portfolio analysis is to:
– analyze its current business portfolio and decide which SBUs should be allocated more or less investment;
– develop growth strategies for adding new products and businesses to the portfolio;
– decide which businesses or products should be divested.
The GE/McKinsey Matrix is more sophisticated than the BCG Matrix:
1. Market (industry) attractiveness replaces market growth as the dimension of industry attractiveness. Market attractiveness includes a broader range of factors than just the market growth rate that can determine the attractiveness of an industry/market.
2. Competitive strength replaces market share as the dimension by which the competitive position of each SBU is assessed. Competitive strength likewise includes a broader range of factors than just the market share that can determine the competitiveness of a SBU.
3. The GE/McKinsey Matrix works with a 3*3 grid, while the BCG matrix has only 2*2.
SBUs are portrayed as a circle plotted in the GE/McKinsey Matrix whereby:
– The size of the circles represents the market size
– The size of the pies represents the market share of the SBUs
– Arrows represent the direction and the movement of the SBUs in the future.
A six-step approach to implementation of portfolio analysis using the GE/McKinsey Matrix could look like this:
1. Specify drivers of each dimension.
2. Weight drivers.
3. Score SBU’s each driver.
4. Multiply weights by scores for each SBU.
5. View resulting graph and interpret it.
6. Perform a review/sensitivity analysis using adjusted other weights and scores.
Some important limitations of the GE/McKinsey Matrix are:
– aggregation of the indicators is difficult;
– core competencies are not represented;
– interrelations between SBUs are not considered.
Source: www.valuebasedmanagement.net
Essential Vocabulary
1. product life-cycle – жизненный цикл товара
2. business unit – бизнес-единица
3. proxy n – доверенность; лицо, уполномоченное выступать за другого по доверенности; ориентир
4. industry n – промышленность, индустрия; отрасль промышленности
industrial a – промышленный, производственный; промышленная корпорация (США) – любая корпорация, которая не может быть отнесена к коммунальным, финансовым или транспортным компаниям
5. framework n – рамки
6. experience curve – кривая опыта
7. maturity n – зрелость; срок погашения (ценной бумаги), срок кредита
mature v – зреть; погашаться
mature a – зрелый; подлежащий оплате ввиду наступившего срока погашения
8. divestiture n – лишение права; реализация актива путем продажи
9. net a – чистый, нетто
net out v – вычитать, определять нетто-позицию, взаимозачитывать
10. return on assets (ROA) – доходность активов
11. service v debt – обслуживать долг
12. dividend (div) n – дивиденд
13. shareholder n – акционер
14. cash flow – денежный поток
15. present value – приведенная ценность
16. discounted cash flow (DCF) – дисконтированный денежный поток
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