ОБРАЗЦЫ ТЕСТОВ

ДНЕВНАЯ И ЗАОЧНАЯ НАУЧНО-ОРИЕНТИРОВАННАЯ МАГИСТРАТУРА

ОБРАЗЕЦЛЕКСИКО-ГРАММАТИЧЕСКОГОТЕСТА

  1. For each sentence choose the best word to fill the gap from the alternatives given.
  1. We do our printing in house but we … delivery to a small, local company.

A supplyB sourceC subcontract

  1. We have set up quality … as part of our TMQ system.

A circlesB linesC corners

  1. We need a … market economy where government doesn’t try to control prices.

A baseB lowC free

  1. Until last year they … the market but now they face stiff competition.

A penetratedB dominatedC segmented

  1. Our new … protects our eggs on the way to the shops & it looks good on the shelves.

A productionB packagingC promotion

  1. If you want to save money buy … products rather than the top brands.

A genericB durableC consumer

  1. Our prices are low because we cut out the … & sell the goods directly from the factory.

A middlemanB marketerC manufacturer

  1. Customers who use our … card get one point for every pound they spend.

A franchise B sponsorshipC loyalty

  1. We can increase our profit … by reducing our overheads.

A account B marginC costs

  1. We made a loss over the past three years but we should break … this year.

A evenB upC out

  1. Match each sentence beginning (1-6) with its ending. There is one extra ending.
  1. Our long-term liability is a profit of $1.2 m for last year.
  2. Synthetic PLC reported a pre-tax b the learning curve has been very steep.
  3. We fell behind with our payments so c we can sell the stock in our warehouse.
  4. Next time we’re going to trade up to d they started undercutting us.
  5. No we’ve got the product right but e a £5,000 bank loan over three years.
  6. We’ll solve our cash flow problem if f they sold the house we’d put up as a

collateral.

g something at the high end of the range.

  1. Choose one preposition to complete each sentence. One preposition is extra.

Inoutonoffagainstupunderover

  1. I need an investor to put … the money for the new machinery.
  2. IT equipment depreciates quickly so we amortize it … three years.
  3. They weren’t going to pay so I have to write it … as a bad debt.
  4. The accounts show that the company is … the red.
  5. I didn’t pay as much as expected so I was … budget by €12,000.
  6. BMW’s new model will be … sale in January next year.
  7. The competition was so fierce we were driven … of the market.
  1. Match the word on the left to the word on the right to make a word pair. There’s one extra word on the left. Then use your pairs to complete each sentence.
  1. advertisinga cart
  2. bestb placement
  3. shoppingc base
  4. customerd agency
  5. producte practice
  6. conveniencef liability

g store

  1. We use a professional … … to run our marketing campaigns.
  2. It may work but … … in a Hollywood movie costs a fortune.
  3. We wanted to improve out efficiency so we looked at … … in the USA.
  4. Our local … … is opened 24 hours a day, seven days a week.
  5. Our large & loyal … … is our most valuable, intangible asset.
  6. Just select what you want from our e-store & put it in your virtual … … .
  1. In each sentence there is ONE word that is WRONG. Write out the wrong word & the correct variant that should be there.
  1. We are the market ladder with a %48 share of consumer spending.
  2. Always try to satisfy customer wants & you’ll be successful.
  3. We supply parts to car manufactures on a just-off-time basis.
  4. To keep quality high we do spotting checks throughout the day.
  5. Retailers buy from wholesalers & then sell on to their customers.
  6. Our site has a search machine so you can look for key words.
  7. Last year, our sales turnout was 5% higher than our forecast.
  1. Match each statement to one of the financial terms given below. There are some extra terms.
  1. We owe our suppliers $15,000 for building materials.
  2. Our salary bill last year was $280,000.
  3. It was $20,000 new but now its book value is about $10,000.
  4. We spent $30,000 on rent, electricity & insurance for this office.
  5. So after paying interest, tax & everything else, we made $150,000.
  6. We’ve just agreed a bank loan for $50,000 payable over ten years.
  7. Our company has already borrowed a lot of money but we cannot pat its cost until slow-paying customers pay their bills.

A direct costsD depreciationG invoice discounting

B creditorsE overheadsH long-term liability

C net profitF debtorsI gross profit

ОБРАЗЕЦ ОРИГИНАЛЬНОГО ТЕКСТА ДЛЯ РЕФЕРИРОВАНИЯ ПО СПЕЦИАЛЬНОСТИ

INTESA AND SAN PAOLO THRASH OUT FINE DETAILS

(By Peter Thai Ursen in London)

On paper, the combination of Banca Intesa and San Paolo IMI looks like a powerful one.

The merger of Italy's second and third-largest banks will create the country's dominant financial institution, with more than 6,100 branches, 13m customers, and a 22 per cent share of the retail banking market -twice that of its nearest rival. With a market capitalisation of about €65bn ($82.9bn), it will rank as the eurozone's third-largest bank, ahead of Unicredit, its main Italian rival.

If successful, the merger should create an Italian banking group that can hold its own when compared with leading European banks, such as the UK's Royal Bank of Scotland, BNP Paribas of France and Santander of Spain. However, the terms of the merger, agreed by both boards of directors on Saturday, also show the concessions that both Intesa and Sanpaolo have been forced to adopt in order to resolve long-standing regional and political rivalries.

Although the merged bank will legally be based in Turin, Sanpaolo's home town, Intesa's current head office in Milan will remain open. The two sides have also yet to agree a name for the combined group. People involved in the talks said this was because the banks were forced to speed up their announcement after news of the negotiations leaked out. But it also suggests that negotiations between the two sides are still ongoing.

Most significantly, however, Intesa and Sanpaolo have also decided to adopt a two-tier board structure. The structure, which is well-established in some other European countries, has never been used in Italy, and appears mainly aimed at giving the chairmen of both Intesa and Sanpaolo a role in the combined bank. Giovanni Bazoli, Intesa's chairman, will head the supervisory board, while Enrico Salza of Sanpaolo will become chairman of the management board.

People involved in negotiating the deal acknowledge that the structure is the result of a compromise, but argue that it was necessary to ensure that the combined bank had a single chief executive. The alternative, they say, would have been for the bank to have joint chairmen and chief executives, which could have caused further confusion and interfered with decision-making.

Regardless of the difficulties in agreeing a governance structure, the financial case for the merger seems straightforward. The deal is expected to generate synergies of about €1.3bn in the next three years, of which almost €lbn will come from cost cutting. These' savings represent about 9 per cent of the combined bank's cost base - in line with other domestic mergers in Italy and Spain. But people involved in the deal say the eventual savings could be much higher.

Intesa and San Paolo have indicated they expect to make savings by combining computer systems, integrating back offices, and through other measures such as joint purchasing. But the two banks have been quiet about possible job cuts. This reflects concerns that the deal could be undermined by Italy's powerful unions.

What is more, Intesa and San Paolo are likely to sell off some of its combined branches to address competition concerns. Initial indications are that Intesa and Sanpaolo could sell up to 600 - or about 10 per cent - of the combined bank's branches. This would allow the combined bank to eliminate duplications without the need for closures and layoffs. Several foreign banks are likely to be interested in buying the branches, ensuring they will fetch a good price.

Notes:

rival – соперник, конкурент merger – поглощение, слияние,

объединение

concession –соглашение, уступка toresolve – принимать решение, решаться

rivalry - конкуренция leakout – стать известным

two-tier – двух ярусный acknowledge – сознавать признавать

confusion – смятение, замешательство governance –(зд. прилаг.)управленческая

synergy – совместная деятельность, purchasing – обеспечение, закупка

успешные совместные усилия undermine – делать подкоп, подрывать

closure–закрытие, смыкание layoff – приостановка, временное

прекращение

ОБРАЗЕЦ ТЕКСТА СОЦИОКУЛЬТУРНОЙ НАПРАВЛЕННОСТИ ДЛЯ ЧТЕНИЯ И РЕФЕРИРОВАНИЯ

Integrationisthenameofthegame
ByMichiyoNakamoto
PublishedinFT: February 10 2005 18:28 | Lastupdated: February 10 2005 18:28

The disclosure that Sumitomo Mitsui Financial Group and Daiwa Securities are considering integrating their operations suggests that Japan may move quickly towards a restructuring of its financial sector.

"Given that financial conglomerates are the way of the future, it was a matter of time," says Setsuko Akiba, banking analyst at Deutsche Securities. "But the latest development shows that it is happening faster than expected," she says.

A merger of SMFG and Daiwa, two of Japan's most prominent financial institutions, would highlight just how inevitable consolidation of the industry has become.

For more than a decade Japanese banks have been plagued by a weak economy, falling asset prices and the weight of their own debilitating non-performing loans.

In the meantime they have fallen behind the large global groups, such as Citigroup and JP Morgan Chase.

While they are over the worst of their NPL problems, Japanese banks continue to be under pressure to improve their profitability by increasing non-interest income.

"Customers are demanding a range of services, so we have to be able to respond to those needs if we want to raise earnings," says one SMFG official.

The financial authorities, for their part, have made no secret of their desire to see Japanese financial institutions improve their profitability and return to the global stage.

"They want to create national champions," says Brett Hemsley, analyst at Fitch, the rating company.

"Japan is the second largest economy in the world and there are some big banks, but none of them is world class. It is not good for the Japanese economy, not to have a major Japanese financial institution planting the Japanese flag."

To spur the creation of financial conglomerates, the regulators are steadily removing the barriers between banking and stock broking. Since last December, banks have been allowed to market securities products to individuals over the counter.

What is clear is that "this won't be the last get-together we see between a securities company and a bank," says Mr Hemsley. "With the regulator making noises about legalising conglomerates in Japan, it won't be too long before we see insurance companies coming in as well," he says.

Disclosure - сообщение

Merger - слияние

toplague - (зд.) нести потери, испытывать трудности

tospur - пришпорить, ускорить