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.pdfVIII. Translate the text into English.
Text VI. Агрохолдинги в России
В последнее время в российском АПК наблюдается устойчивый рост. Два года назад 11% хозяйств были рентабельными, а в прошлом году их стало уже около 20%. Этим не замедлили воспользоваться крупные оптовики и переработчики сельхозпродукции. Главная особенность всех удачливых операторов на российском аграрном рынке – вертикально интегрированная структура, создание цепочки “производство – переработка – продажа”.
Выстраивается эта цепочка по-разному. Рассмотрим примеры.
Группа компаний “ОГО» – крупнейший оператор на зерновом рынке России,
одна из первых компаний в стране – стала вкладывать значительные средства в птицеводство. Производство куриных яиц и мяса птицы довольно быстро начинает приносить прибыль даже при сравнительно небольших стартовых инвестициях, требуя, правда, смены менеджмента и внедрения новейшей технологии производства. Сейчас 11 птицефабрик, принадлежащих группе компаний “ОГО”, находясь в стадии восстановления производственных мощностей, уже дают почти 35 млн. шт. куриных яиц и около 700 тонн мяса птицы в месяц.
Иначе выстраивалась вертикаль холдинга “Омский бекон” (изначально – свиноводческий совхоз “Лузинский”). В первые годы реформ директору совхоза удалось сохранить свиное поголовье, а затем и совершенно изменить лицо предприятия. У английской фирмы PIC был куплен специально выведенный для “Омского бекона” гибрид. Второй шаг был вынужденным:
мясопереработчики занижали закупочные цены, а комбикормовый завод завышал цены.
“Омский бекон” купил Лузинский комбикормовый завод и 20% акций Омского мясокомбината, который вскоре полностью перешел под контроль
“Омского бекона”. Но руководство холдинга на этом не остановилось, и
решено было создать собственную торговую сеть. А затем вернулись к земле –
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к собственным угодьям добавили арендованные, чтобы выращивать зерновые для кормов, а затем и травы. Такая интеграция позволила сократить издержки и выступать на рынке с более конкурентоспособными ценами.
IX. Make a presentation on the common business structures in the
agribusiness of Russia.
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UNIT 3
BUSINESS PLAN
X. Find the translation of the given words. Write them down.
accountant |
custom heifer |
job announcements |
Recruiting |
benchmark |
customer |
lock-in |
salary |
compensation |
Executive |
management team |
SOP |
competitor |
Feedback |
measure |
risk management |
contingency |
financial statement |
nutritionist |
supervisor |
Cooperative |
human resource |
price volatility |
SWOT analysis |
cost overruns |
incentive |
production facilities |
target market |
cost-plus |
income statement |
ramifications |
Training |
II.Analyze the Figure 1. What share of US farmers needs outside capital? Suppose if it is hard to get investments. In what cases, in your opinion, could the business plan help the farmer?
Figure 1. The capital used by US farmers
III. Read the text. Explain the meaning of the words in bold type.
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Text I. Business plan structure. Introduction
One of the most important documents for any business is their business plan. It is common practice for consultants, lenders, potential business partners, and other business-associated individuals to request a business plan to make a more informed decision concerning their relationship with a business. However, business plans have many more direct benefits for the business owner. The planning process forces owners to systematically consider all facets of the business. In so doing, they become more knowledgeable of the business, the industry, and the market environment in which their business operates. The process also helps to define business goals and to assess the impact that uncertainty may have on future business outcomes. Perhaps most importantly, the written plan provides a well-defined direction for the business. Therefore, it can be used to keep all employees moving toward the common goals established within it.
Completing a business plan can be a time-consuming activity, but well worth the effort. Because businesses operate in an ever-changing environment, the plan should be revisited periodically to be sure that the business is headed in the proper direction or to formally alter the firm’s course if circumstances dictate that this is necessary. Again, the systematic review of the business plan forces the owner, and potentially others,to look at the business asa whole and make better-informed decisions.
The introductory section gives a broad overview and background of the business. Several subsections should be included to provide a thorough overview. However, if there’s something that you feel isn’t applicable to your business, feel free to omit it from your plan. The first page should give the name of the document, the firm’s name, and the names of all those involved in developing the plan. Dating the plan so that you can remember when it was developed or updated is also wise. Executive Summary, while appearing at the front of the business plan, is actually the last piece developed. Here you should present the most important information, which may include the firm’s goals and objectives and associated target dates. Basically, the executive summary provides a concise overview of the business plan. Vision and Mission Statements are relatively brief and tell the reader why the business is in operation and where the management team, or owner, plans to be in the future.
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The vision statement indicates the characteristics of the farm in the future and can help answer many questions about the business. In writing the business vision statement, the farm business management team is trying to arrive at a consensus about what they want the farm to be in the future. Thus, the vision statement for the farm business provides a basis for leading the farm business into the future.
Most vision statements include some aspects of three important elements: a core ideology, an envisioned future and recognition of service to stakeholders. The core ideology of the vision statement contains a statement about the firm’s values and “reason for being.” The envisioned future is a statement that describes what the farm will be like if it achieves its most important goals. The final part of the vision statement is the recognition of how the farm business serves its stakeholders, including owners/creditors, employees and customers, as well as the community and society. It is important that a vision statement be able to stand the test of time and provide guidance to decision makers as they determine the direction of the farm in the future.
Unlike the vision statement, a statement focusing on the future, the business mission statement focuses on the current farm business. The business mission statement outlines “who we are, what we do and for whom we do it.” It provides a concise summary of the farm business’s purpose. The mission statement deals with what the farm business is about and why.
Usually, the mission statement will be very specific about selected key information concerning the farm business. Examples of key information include customers who are served, products that are produced, key business capabilities and unique aspects or accomplishments. Any facts that are useful for characterizing the farm business in terms of what it is and what it does could be included in the farm business mission. In some cases, the mission statement is only a short sentence or two.
Business Organization briefly describes how the business is legally organized (for example, proprietorship, partnership, or corporation). Include the names and titles of the firm’s managers (or board of directors). This section should be quite short.
Overview of Current Business should review the firm’s past and fully describe its present position. Although a business start-up may not have much to reveal, documenting the present situation is important. In doing so, it will be easier to
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document the firm’s history as you revise the plan.
An overview of the firm’s past helps to set the context of how the firm has evolved into its current form. This may be particularly useful if the plan is to be used to secure financing because the past reveals something about how the firm has been managed over time. A structured chronology can serve as an outline for this. The narrative in this section should also provide an overview of how the business has been financed. Furthermore, discuss how profits, equity, and other important financial measures have changed over time. Next, describe the present situation of the firm. You should provide information related to business location (include pictures if you like), current sales, assets, inventories, geographic market area, number of employees, and any other information you feel is appropriate in describing your current business. Upon reading this section, one should have a snapshot picture of your firm’s current status.
1.Answer the following questions:
1)Why is Business plan one of the most important documents for any business?
2)Why is it necessary to revisit Business plan periodically?
3)What part of Business plan gives a broad overview and background of the business?
4)What is the difference between Business plan and budget?
5)Are mission statement and vision statement the same?
6)What are three important elements of vision statements? Describe these elements.
2.Give the definitions of the following terms: a lender, a benefit, an employee, to secure, financial measures, assets.
3.Fill the blanks according to the text:
1)________is one of the most important documents forany business
2)The introductory section of a business plan gives _____________ of the business.
3)The first page should give _______________ and the names of all those involved indeveloping the plan.
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4)_________ should present the most important information, which may include the firm’s goals and objectives. provides a basis for leading the farm business into the future.
5)_________ providesa basis for leading the farmbusiness into the future.
6)The core ideology of the vision statement contains _________________.
7)___________is a statement that describes what the farm will be like if it achieves its most important goals.
8)Unlike ________, the business mission statement focuses on____________.
9)Business Organizationbrieflydescribes_______and includes__________.
10)__________ should review the firm’s past and fully describe its present position.
4.Look through the two abstracts and define which is Mission or Vision statement.
A.
B.
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IV. Look through the text. Name it. Explain the meaning of the words in bold
type.
Text II. __________
This and the three sections to follow provide the meat of the plan. These give the reader a thorough understanding of the firm’s present and future. In the marketing management section, you should address several key factors, each in its own subsection.
Marketing SWOT Analysis provides a brief overview of the main results of the Marketing Management SWOT analysis. Performing a SWOT analysis, which stands for strengths, weaknesses, opportunities, and threats, lays the foundation for the business plan. Four separate SWOT analyses should be performed, each related to one of the four functional areas of management: marketing, production/operations, finances, and human resources.
When assessing strengths and weaknesses, the focus should be internal. Opportunities and threats, on the other hand, should reflect external factors. For example, proximity to a major market, such as a large city, may provide an opportunity to market processed dairy products directly to a restaurant. Threats may take the form of new competitors or changes in agricultural production or environmental policy. Because this is the foundation on which the planning process is based, be sure to take a broad perspective. Finally, the raw results of the SWOT analyses might best be presented in an appendix, rather than in each of the four sections related to the functional areas. In the individual sections, a summarized version will suffice.
Describe your products or services specifically. If you are in the custom heifer raising business, for example, your statement may be something similar to “We raise heifers for dairy producers.” If you are operating a dairy farm, your statement may be much more detailed because it is recommended that you include both the products you produce and the products you sell, listed separately. For example, you may produce corn silage, but may not sell it. Remember also that you sell bull calves and cull cows. These may not be your major enterprise, but should be listed as products sold.
Describe your industry and how you fit into it. This may not be too difficult to write if you operate under contract production because this is specified in the
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contract. It may also be relatively simple for anyone producing a commodity and selling it by the typical means (such as selling corn to a grain elevator or hogs to a pork processor). In describing the industry, include as much information as you feel is necessary to define the firm and the market. Consider including the following: volume sold (in production units), total annual sales in dollars, trends in industry sales, competitors, new marketing opportunities, prevailing prices, and how prices are determined (for example, cash market, contract price, cost-plus). Also, describe the customer. This will help you better define your target market.
Take stock of the total managerial expertise used by the firm. What marketingrelated special knowledge do the managers possess? Is there one manager who has particular expertise in marketing? Thinking beyond the organization is wise; those in production agriculture have other sources of knowledge that may exist outside of the firm. For example, consultants may be available to provide information related to the current economic situation and outlook. Also, the Cooperative Extension system and the USDA provide a great deal of information and data on agricultural prices and marketing.This is where you lay out your plan and future expectations, which are founded on all of the preceding information in this section. Here, you should describe any marketing opportunities you face and how you plan to take advantage of those. What advertising or promotional programs will you undertake? How will you distribute your product? How will you determine if your marketing plan is successful? For this, you should have clearly defined targets. For example, “We will market at least 2.5 million pounds of milk each year.” You may also want to set targets for number of customers, market share, or any other measure(s) that you might use to determine whether your firm has been successful in marketing.Finally, be sure to employ any appropriate risk-management tactics. In marketing, you will want to manage risks associated with input and output prices. Can you contract for some inputs to lock-in a particular price? If processing on the farm, have you contracted with a retailer or wholesaler to be sure that someone will take your product? In production agriculture, the farm owner or manager should understand and analyze futures and options markets as tools to manage price volatility. You should also understand any relevant government programs such as Loan Deficiency
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Payments (LDPs) that affect your price.
1.Answer the following questions:
1)What is the purpose of the marketing SWOT analysis?
2)Can SWOT analysis be skipped in a business plan? Why?
3)What enterprises should be included in strengths?
4)Should any skills and personal characteristics of the staff be included in SWOT analysis?
5)Where can SWOT analysis be applied in your life?
6)What is the difference between Opportunities and Strengths, between Threads and Weaknesses?
2.Translate the sentences with the words in bold type.
3.Make the summary of the text.
4.Analyze the Fig. 2. Compare the complementary items StrengthWeakness and Opportunities-Threats and find the mistakes. What kind of agribusiness could have such an analysis?
Figure 2. The SWOT analysis of an agribusiness
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