Ielts reading question-type based tests true false not given matching headings

 
H. 
Of course, not all farmers will be able to implement all of these practices. And researchers are suggesting 
a shift to a kind of polyglot agricultural system. For some small-scale farms, native bees may indeed be all 
that’s needed. For larger operations, a suite of managed bees—with honeybees filling the generalist role and 
other, native bees pollinating specific crops could be augmented by free pollination services from resurgent 
wild pollinators. In other words, they’re saying, we still have an opportunity to replace a risky monoculture 
with something diverse, resilient, and robust. 
 
 
 
 
 
 

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Welcome to Mr Aslanov’s Lessons 
QUESTION-TYPE BASED TESTS 
FunEnglishwithme [phone] 
TEST 2 – Internal Market: Selling the inside 
Complete each sentence with the correct ending 
A-E
. 
NB 
You can use any letter 
more than once.
 
1.
A health company 
2.
A financial institution 
3.
A computer company 
4.
An airline 
5.
A sport shoe company 
6.
A railway company
A 
alienated its employees by its apologetic branding 
campaign. 
B 
attracted negative publicity through its advertising 
campaign. 
C 
produced conflicting image between its employees and 
the general public. 
D 
successfully used an advertising campaign to inspire 
employees 
E 
draws on the legends of the company spirit.
 
 
When you think of marketing, you more than likely think of marketing to your customers: How can 
you persuade more people to buy what you sell? But another "market" is just as important: your employees, 
the very people who can make the brand come alive for your customers. Yet in our work helping executives 
develop and carry out branding campaigns, my colleagues and I have found that companies very often 
ignore this critical constituency. 
Why is internal marketing so important? First, because it's the best way to help employees make a 
powerful emotional connection to the products and services you sell. Without that connection, employees 
are likely to undermine the expectations set by your advertising. In some cases, this is because they simply 
don't understand what you have promised the public, so they end up working at cross-purposes. In other 
cases, it may be they don't actually believe in the brand and feel disengaged or, worse, hostile toward the 
company. 
We've found that when people care about and believe in the brand, they're motivated to work harder 
and their loyalty to the company increases. Employees are united and inspired by a common sense of 
purpose and identity. 
Unfortunately, in most companies, internal marketing is done poorly, if at all. While executives 
recognise the need to keep people informed about the company's strategy and direction, few understand the 
need to convince employees of the brand's power—they take it as a given. 
Employees need to hear the same messages that you send out to the marketplace. At most companies, 
however, internal and external communications are often mismatched. This can be very confusing, and it 
threatens employees' perceptions of the company's integrity: They are told one thing by management but 
observe that a different message is being sent to the public. One health insurance company, for instance, 
advertised that the welfare of patients was the company's number one priority, while employees were told 
that their main goal was to increase the value of their stock options through cost reductions. And one major 
financial services institution told customers that it was making a major shift in focus from being a financial 
retailer to a financial adviser, but, a year later, research showed that the customer experience with the 
company had not changed. It turned out that company leaders had not made an effort to sell the change 
internally, so employees were still churning out transactions and hadn't changed their behavior to match 
their new adviser role.
Enabling employees to deliver on customer expectations is important, of course, but it's not the only 
reason a company needs to match internal and external messages. Another reason is to help push the 
company to achieve goals that might otherwise be out of reach. In 1997, when IBM launched its ebusiness 
campaign (which is widely credited for turning around the company's image), it chose to ignore research that 
suggested consumers were unprepared to embrace IBM as a leader in e-business. Although to the outside 
world this looked like an external marketing effort, IBM was also using the campaign to align employees 

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