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[阅读小分队] 【Native Speaker 每日训练计划】No.2843 经管

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发表于 2020-7-17 18:50:58 | 显示全部楼层 |阅读模式
内容:Angela Li 编辑:Winona Wu
Wechat ID: NativeStudy  / Weibo: http://weibo.com/u/3476904471


Part I: Speaker
Oil Storage Wars
Stacey Vanek Smith & Cardiff Garcia, Jul 2020


Source: NPR
https://www.npr.org/2020/07/14/891121071/oil-storage-wars
[Rephrase 1, 09:20]


Part II: Speed


3 Ways Customer Relationships Will Change Forever In Light Of COVID-19
Customer-centricity has never been more critical for brands
Dr. GERO DECKER, JUL 15, 2020

[Time 2]
Undoubtedly, COVID-19 has rocked the economy. The International Monetary Fund’s (IMF) World Economic Outlook predicts the cumulative loss to the world’s GDP from 2020 to 2021 will be approximately $9 trillion. That’s more than the combined economies of Germany and Japan.

But the crisis has disrupted more than global markets; it has changed peoples’ lives, needs, priorities and spending behaviors. Approximately 40 per cent of Australians are feeling financially insecure, and as a result, professional services firm PricewaterhouseCoopers predicts that household consumption will decline by $37.9 billion within the next year.

In harsh economic conditions, consumers become more discerning with where and how they spend their money—for businesses, this creates a new set of challenges.
Customer-centricity is a term that has been used since the 1960s, but it has never been more relevant than in today’s business landscape. In such extreme environments, customers want more than the best offering or the lowest price; they seek dependability, confidence and trust in the brands they choose to do business with.

The end goal for a customer-centric business is customer loyalty. A dedicated customer base is key to surviving disruption, as they will continue to depend on your services even in challenging climates. But true customer-centricity is no set-and-forget solution. Retaining loyalty is about adapting your offering depending on the changing needs of your customers, and in some instances, knowing what they want before they do. This is where the modern reality of customer-centricity starts to connect operations with experiences, creating new dimensions of customer excellence.

So how are businesses expected to predict or adjust to evolving customer expectations? It begins with understanding how your company operates and what you need to change to keep your loyal customer base as close as possible.
[291 words]

[Time 3]

Here are three ways businesses can adapt to changing customer relationships, in light of COVID-19.

Let growth goals take a backseat

If growing your customer base is a priority for your business right now, take a moment to reflect on the long-term cost of that growth, both reputation-wise and financially, to determine whether it is a sustainable pathway.

Few businesses have been left untouched, if not unscathed, by COVID-19. Consequently, many companies have been forced to refocus their priorities, resources and goals to survive the crisis. If your business has not considered the immediate or future economic impact of the pandemic and how it could affect your organization, you need to start doing so now.

Part of evaluating this impact is looking at factors you can control, or at the very least maintain, to ensure you keep as close to ‘business as usual’ as possible. A central element of your survival strategy is maintaining your existing customer base.

Focusing on customer acquisition to the detriment of your existing ones can create a funnel effect, whereby a stream of new business comes in, while just as many customers go elsewhere. This can force companies into a spiral of deeper and deeper discounts to attract new consumers to their pool, which eventually runs dry along with their revenue streams.

Research by Forrester shows that new customers can cost five times more to convert than existing customers, indicating that it is much easier to expand and build-on existing loyalty than it is to tap into new client bases, especially during tough times.

Do not fear missing out on opportunities for growth; rather, consider this crisis a chance to cement the fundamental processes and market share that make your business scalable.

Always remember; there is no point investing in your business’ continuity if you have no customers on the other side.
[307 words]

[Time 4]

Focus on operational excellence, but keep it customer-centric

Historically, a continuous improvement mindset revolved around things such as standardized costs, stable operations and meeting compliance expectations. While these are all critical elements of running a business, somewhere along the way, these companies lost their grip on the bigger picture and realized their product was no longer relevant to the customer.

Operational excellence is important, but carrying out a process 10 per cent better than the previous year does not matter if you miss the mark with your customer base.

More recently, businesses have started tapping into a different mindset that sees the customer experience translated throughout an end-to-end process. For truly customer-centric organizations, every decision and ambition has a customer-focused outcome in mind, be that improved experience or lasting sentiment.

Continuous improvement no longer exists in an echo-chamber; the convergence of process excellence and customer experience is the new north star, and this mindset is embedded into the very structure of a business and its team.

Data-driven for precision

In a post-pandemic era, digital marketing and social communication channels are the name of the game, and when used correctly, can offer more specific insights into your customers’ behaviors.

Utilizing customer data can be as simple as surveying your existing customer base to gain actionable insights. The more data you have, the more accurate these insights will be.

Consider every digital touchpoint of your customers’ experiences as though they are leaving behind a fingerprint, containing a goldmine of DNA or data that helps you better understand their needs, expectations and concerns.

To develop a comprehensive customer excellence picture, it helps to combine each touchpoint into what is known as journey maps; a high-level, intuitively readable diagram that enables you to view the user experience from an outside-in perspective—across all your personas. The journey visualization will increasingly identify areas for persona-centric process improvement, while empowering business mapping, change, and operational transformation.

Keeping your finger on the customers’ pulse means you are on the front foot when it comes to evolving patterns of behavior. Immediate access to data-driven insights allow you to adapt your processes and keep customers’ satisfied, even in rapidly changing environments, boosting loyalty and retention rates.

Using these adaptations, businesses can come out of this crisis with the right fundamentals in place—rather than a set of lowest common denominators that damage your brand in the long term.
[399 words]
Source: Entrepreneur
https://www.entrepreneur.com/article/353314



Beyond the disruption of COVID-19
TIM HOOD, JUL 14, 2020

[Time 5]

The emergence of COVID-19 has forced many organisations to review their business models and operations and in recent months I have seen many that are grappling with the challenge of doing this effectively. Often, that’s because they are reliant on manual processes that require people and paper to be physically together in one space.

I have seen multiple cases where customer satisfaction, communication and productivity have been adversely impacted by the fact that staff can’t physically process mail or get remote access to their workstation and company information securely. Without concerted action, such fundamental processes will remain the biggest obstacles to establishing remote working initiatives.

With a Forrester report suggesting that around 70 per cent of organisations still committed to paper-based operations, there’s bound to be a temptation to try to get back to ‘business as usual’ at the earliest opportunity. But that’s not going to be easy or prudent – if it will be possible at all.

For most organisations, the key challenge they face in getting people back to the office is how to ensure sufficient room for social distancing. This is a tough ask even in a spacious open plan workplace, but pretty much an impossibility if you are constrained by the layout of an older building. When you have small, compartmentalised offices, how do you separate desks sufficiently, or create one-way systems down single corridors, or prevent close contact on narrow stairs, and somehow bring existing teams into accommodation that’s effectively halved in size?
[247 words]

[Time 6]

Often the answer is ‘you can’t’. You have to accept that what we are experiencing isn’t temporary, and that while some things will go back to where they were before COVID-19, many things won’t.

In response, many organisations are now starting to recognise that if they can create the right technology infrastructure and digital business processes to enable their people to work more flexibly and tackle a range of content and process-related issues, not only can they ride this out, but they can also enhance their customer experience.

It’s a strategy that can reap benefits well beyond financial, productivity and reputational metrics. At a time where employers increasingly recognise the importance of staff satisfaction and their mental wellbeing, the role of employee experience, system usability and working environment are all factors that contribute towards organisational success.

Therefore, when rethinking information ecosystems around a new hybrid model of remote and on-site working, it’s essential to consider how the strategy can also help support staff beyond the realms of productivity. Not only is this preparation vital for any future COVID-like events, but it also enables organisations to review their need for costly office space. Some of the largest tech companies have already committed to becoming much less ‘office-centric’, and I believe this will be the start of a significant trend.

But to fully enjoy the benefits of such systems, companies will have to carefully review their current ways of working, many of which were hastily set up in response to COVID-19. So rather than defaulting to old ways, they need to see this as a chance to streamline their processes and procedures, not only for the sake of the business, but to minimise the stress on employees. For example, for information to flow better, you have to remove paper-based operations and increase process automation.
[302 words]

[The Rest]

Unfortunately, I know of cases where remote workers are forced to use numerous different applications, creating a fragmented information environment that makes data inaccessible and encourages the creation of multiple versions of the same document. That’s not good for staff morale or service provision. So, if you want employees to get their work done, they must be given the resources to do so with minimal stress, particularly during times of uncertainty.

Many organisations realise we’re now at a tipping point and recognise the consequences of not getting the next move right. However, the solutions that are needed can’t be sought in the past. And even if you could survive by doing things the way you’ve always done them, every day you’ll be falling behind those who have taken the opportunity to rethink their entire information ecosystem.

These are truly unique times and there are few clear answers as to the best way forward. Every business will have to navigate its own particular course. But one thing I’m sure of is that it is no longer sufficient to dismiss new ways of working simply because “we’ve never done it that way before.”

Being able to adapt during times of uncertainty is a critical skill, so business leaders need to review existing work practices through fresh, objective eyes and develop a 'never the same again' strategy for moving forward. That requires a wholesale change in organisational mindset, as well as a willingness to tear up previous project plans and re-prioritise investment. For many organisations, how rapidly they reset and relaunch themselves will determine whether they rise or fall.
[266 words]

Source: Management.Issues

https://www.management-issues.com/opinion/7408/beyond-the-disruption-of-covid-19/


Part III: Obstacle


How to Call Out Racial Injustice at Work
JAMES R. DETERT and LAURA MORGAN ROBERT, JUL 16, 2020

[Paraphrase 7]
In this time of intense pain, anger, and collective attention, many people — African Americans especially — are seizing the moment to speak truth to power at work. They are holding senior leaders accountable for their commitments to increased diversity; confronting colleagues or clients who make insensitive or ignorant comments; and calling out those who mock the Black Lives Matter movement or dismiss calls for justice and human rights.

Speaking up in this way is risky, but studies beyond the realm of conversations about race have shown that it is also vitally important. It’s key to our individual and collective well-being, learning, and ultimately organizational performance.

We desperately need people to be courageous enough to undertake these actions. So how can you take a stand for advancing racial justice in your own organization in a way that improves your chances for leading change from within, mitigates risk of rejection, and preserves your career options and mental health?

Speaking up about hard truths at work is difficult for just about everyone, especially about issues that in some way implicate those above us. We fear — for good reason — that we’ll suffer career, social, psychological, or other kinds of harm for being honest about difficult issues. When those issues directly implicate people’s integrity, the risks of an in-the-moment explosion or after-the-fact consequences only escalate. Thus people who champion diversity face a host of negative consequences because of widespread resistance toward targeted efforts to promote equity and inclusion.

As high as these stakes are for white people who speak up, they’re higher if you’re Black. Raise these issues and you risk being seen as biased, overly emotional (e.g., too angry), and a host of other negative stereotypes that lie beyond the problems you’re trying to get addressed. Here’s an insidious example from one of us (Jim): In one of my classes I present students with a story of a Black manager being called a racial slur by a white subordinate and ask what the Black boss should do. Students typically advise that the manager should turn to HR for help so he won’t be seen as unfair in his discipline of a white subordinate. Asked what they would tell the manager if he were white, some of those same students typically see him as capable of taking disciplinary action against a subordinate of any race without help.

Courageous actions are rooted in people’s willingness to sacrifice their security and stability for the sake of a cause that is greater than their career advancement. But that doesn’t mean that you should be cavalier about raising issues of racial justice. Our research has shown that there are ways to approach this work that mitigate your risk of being derailed or dismissed — and give you the best chance of being heard. Here are five strategies to help you maximize the impact of your courageous acts when speaking truth to power at work:
Use allies and speak as a collective.

Find like-minded colleagues and raise the issue together. People we studied reported that speaking up as a group on workplace issues had more of an impact because it was hard to write them off as “one disgruntled person.” Collective voice is especially impactful when it comes from a multicultural coalition of allies. It’s harder to dismiss non-Black allies on the grounds of being biased or self-interested, and a unified voice shows that Black issues are human. If you can’t find a group within your company, use social proof by pointing to others (ideally whose view the person you’re speaking to respects or cares about) who share your point of view.

Those currently creating collective pressure for anti-racist institutional changes include Google employees, whose petition demands that the company stop selling software to police units, and members of Kansas State’s college football team, who won’t play until the school meets their demands for accountability for racist actions on campus.
Channel your emotions (but don’t suppress them!)

Revealing the full extent of your rage or despair in front of those with power sets you up to be dismissed or punished for being “too emotional.” It’s completely normal to be angry (outraged!), hurt, and sad about the things we’ve witnessed time and again. (We are too!) And you shouldn’t ignore these emotions: Find safe spaces to help you to honor them so that you can channel them as energy that fuels your next steps — conversations with confidantes, for example, or with counselors. Then, after you are feeling centered, you might call attention to the racial injustice that occurred.

Here’s an example. Terrence, a young black man, confronted his significantly older, white boss about using racial slurs at work. It was a bold move for Terrence to call out this behavior in public given the hierarchical nature of the place and the knowledge that there were “a lot of racist people working there in higher positions.” Despite the strong emotions he felt, Terrence spoke in a firm and measured way, showing compassion and a desire to help correct rather than shame or scold his boss. This allowed his boss to see the ignorance and hurtfulness of his statements and, according to one of Terrence’s colleagues, led him to change his ways, rather than reacting defensively.
Anticipate others’ negative reactions.

As much as this feels like a time to focus on your own feelings of outrage and pain, you should also anticipate strong emotional reactions from the people you’re confronting. Demanding improvements in racial equity stands a good chance of evoking defensiveness and fear. Inquiry and framing can help to defuse negative reactions and align shared goals.

For example, if your request evokes a furrowed brow or a crossing of arms across the chest, start asking questions: “These seem like appropriate next steps to me, but perhaps they feel problematic to you. Can you help me understand what you’re thinking, and why these may not seem right to you?” You don’t have to agree with what gets said next, but your effort to acknowledge that your counterpart has feelings too can increase your chance of reaching a mutually satisfactory outcome.
Frame what you say so that it’s compelling to your counterpart.

Delivering your message as inclusively as possible can help with the sense of divisiveness often associated with calls for racial justice. Make it easier for those you’re imploring to change to see your message as coming from a position of “We are evolving together” rather than “I am revolting against you.” This framing highlights collective progress, which — even when modest — helps people to cultivate positive identities and to find meaning and persistence on challenging projects at work. If possible, make note of at least one way your organization has already made progress on racial inclusion (such as a town hall Q&A; public statement; task forces; investing in minority business enterprises) and try to build from there.

When you’re trying to compel others to act differently, especially those above you, it’s also critical to use language that will resonate with them, rather than the arguments that are meaningful only to you. Because of this, we often advocate leading with the economic or instrumental reasons for a change you’re suggesting. However, in this case that’s not a tenable option. Arguing for racial equity on the sole basis of financial gain suggests that basic justice and decency toward people of all races is optional unless it can be proven to have some economic advantage. It’s not, and it’s yet another injury to people of color to require them to justify their demands for basic human rights in this degrading manner.

You can reframe this moral imperative in a way that resonates with your audience, however. If, for example, your boss is motivated by external threats, explain how your proposals will keep customers who are disgusted by your company’s lack of action from abandoning you. If your boss is more excited by opportunities, talk about how embracing this moral imperative will attract customers and top talent.
Follow up.

After a difficult conversation, often the last thing we want to do is go engage the same people again anytime soon. But no matter how well you handled yourself in the first encounter, these topics are so sensitive that there’s a decent chance someone you talked to left the discussion feeling personally indicted or that you felt misunderstood. If you need those people to stand with you for real change to take root, you’ll want to check in.

Start by acknowledging the difficulty of the subject: “I know our conversation was a really tough one, and I imagine it could have left you with lingering feelings. Can we talk about that?” That can be a powerful way to move forward together and also gives you the opportunity to clarify misunderstandings and to nail down details like resource commitments, action steps, and agreements on measurement and accountability that can give your call for change a better chance of real success.

Our aim in providing this advice is not to place an additional burden on people of color, who already must deal with the unfair weight of their counterparts’ hurt feelings even as they themselves are targets of injustice. Instead we acknowledge the reality of those burdens and the unfairness of that racial work and hope to give people of color and their allies greater agency, discretion, and impact during this historic moment of change. In so doing, we also aim to lessen the repercussions of speaking out about racial injustice for people’s well-being and careers.

A final thought about the courage it takes to speak up in the workplace about racial injustice: If you have attempted to implement these suggestions, and still see little to no progress, take stock of where you are and where you wish to be. It might be time to look around your organization for a new team or assignment with leaders and allies who are willing to join you in this work. Or, it might be time for you to find a new organization where you employ your talents among those more demonstrably committed to the changes you seek.
[1683 words]
Source: Harvard Business Review
https://hbr.org/2020/07/how-to-call-out-racial-injustice-at-work







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发表于 2020-7-17 22:36:16 | 显示全部楼层
OB:
Speaking up in this way is risky
Insidious
cavalier
mitigate your risk of being derailed or dismissed.
Collective voice is especially impactful when it comes from a multicultural coalition of allies.
Find safe spaces to help you to honor them so that you can channel them as energy that fuels your next steps
reframe this moral imperative
发表于 2020-7-17 22:59:35 | 显示全部楼层
OB:8:26
发表于 2020-7-18 00:14:17 发自手机 Web 版 | 显示全部楼层
OB:15’33[1683W]
发表于 2020-7-18 10:43:20 | 显示全部楼层
T2 2'16''
T3 2'43''
T4 2'49''
T5 1'37''
T6 2'16''
The rest 2'14''
T7 13'21''
发表于 2020-7-18 22:27:56 | 显示全部楼层
T2:1'41''  Undoubtedly, COVID-19 has rocked the economy. The International Monetary Fund’s (IMF) World Economic Outlook predicts the cumulative loss to the world’s GDP from 2020 to 2021 will be approximately $9 trillion.

T3:1'43''1、 Let growth goals take a backseat
Research by Forrester shows that new customers can cost five times more to convert than existing customers, indicating that it is much easier to expand and build-on existing loyalty than it is to tap into new client bases, especially during tough times.

T4:2'46''  2、Focus on operational excellence, but keep it customer-centric
               3、 Data-driven for precision
T5:1'45''   For most organisations, the key challenge they face in getting people back to the office is how to ensure sufficient room for social distancing.
T6&The rest:3'27''
发表于 2020-7-21 00:12:02 | 显示全部楼层
OBSTACLE:8.27
如何说出工作中的种族不公正
很多人,特别是非裔美国人在工作中寻找自己的权益,举例了几种方式,这些方式是有风险的但却很重要。在工作中说出令人难以接受的事实是困难的,介绍了原因。说明了对于黑人更加困难的原因。介绍了降低被开除风险的方式去维护自己的权利。1.找到同盟,一起出表达观点。2.引导自己的情绪,但不是压制它。3.预测它人的负面回应。4.组织好你要说的话使之令人信服。最后说明如果这些建议进展甚微时该怎么做。
发表于 2020-7-21 07:03:24 发自手机 Web 版 | 显示全部楼层
T2 1:23
T3 1:26
T4 2:02
T5 1:19
T6 1:40
Obstacle 8:05
发表于 2020-7-21 12:04:01 | 显示全部楼层
3 ways customer relationships will change forever in light of Covid-19
[Time2]2’32
The unprecedented health crisis not only cause a significant loss to the world’s economy but also changed people’s daily life. Under such a harsh economic conditions, your business can adopt customer-centricity strategy, aiming for improve customer loyalty, by meeting customers’ needs to develop your business.
[Time3]4’
The author gives three suggestions to help your business survive or even thrive during the period, in light of Covid-19.
First, let growth goals take a backseat. Rather than be anxious to attract new customers, you should have a long-term and sustainable plan. And maintain your existing customer base is the core of your survival strategy.
[Time4]3’07
Other two points are focusing on operational excellence and data operation respectively.

Take a backseat: to become less important
Unscathed: without injuries or damage being caused
Tap into a different mindset
发表于 2020-7-26 16:04:44 | 显示全部楼层
驱动力 发表于 2020-7-21 00:12
OBSTACLE:8.27
如何说出工作中的种族不公正
很多人,特别是非裔美国人在工作中寻找自己的权益,举例了几种 ...

是怎么做到读那么快的
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