Английский для социологов. Астафурова Т.Н. - 44 стр.

     So what can you do if you’re born poor and ugly, pass all your
exams and have parents who look as though they’ll make 90......?
     What do you think is the secret of success? List your ideas. Then
read two articles, ENTREPRENEURS and FEAR, GREED AND
DEDICATION. Define the approach to the problem in both of them.
Which one is closer to your perception of the phenomenon of
entrepreneurshi p.


                        1. ENTREPRENEURS


                            «The ultimate risk is ... not taking a risk.»

      Entrepreneurs come in all shapes and sizes — the dynamic, the
cautious and the greedy. But all of them hold an equal fascination for
us. How do they do it? What’s their secret? Some of the world’s
biggest corporations would like to know too. For entrepreneurism is in.
And these days everyone wants to be an entrepreneur.
      But an entrepreneur is not what you are, it’s what you become,
and real entrepreneurs exist only in retrospect. At first, nobody takes
them seriously. They’re crackpots. dreamers, unemployables. And by
the time they’ve finally earned the respect of the business community,
they’ve already made it.So cancel the classes on entrepreneurshi p and
throw out your business plan. For the road to entrepreneurial success
can’t be mapped out in advance. You get there one sale at a time.
      In the beginning only the entrepreneur needs to see the goal,
nobody else.
      And the goal is quite simple: you get an idea; you identify your
customer; you make a sale. Then you make another and another and
another until your office in the spare bedroom has turned into the
tower block in Manhattan you always wanted. Forget about marketing
strategy at this stage. What you need first is a steady cashflow. Bide
your time. Focus on the little things. That’s how it works. Big companies
are just small companies that got bigger.
      Take Richard Branson, for instance. For the founder of Virgin,
the first ten years were a struggle, with his company suffering some
cashflow problems until as late as 1980. By then the Virgin Group
was running 80 different operations, none of them making large amounts


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