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Федеральное государственное образовательное бюджетное учреждение

высшего образования
«Финансовый университет при Правительстве Российской Федерации»
Департамент иностранных языков и межкультурной коммуникации
«Иностранный язык в сфере международных экономических отношений»
Направление 38.03.01 «Экономика»
38.03.01 Экономика, ОП «Международные финансы / Internation Finance», профиль
«Международные финансы/Internation Finance»
1 курс 1 семестр
2021-2022 учебный год
Вариант 2
Работу выполнил студент гр.
Система оценки знаний по учебной дисциплине «Иностранный язык в сфере
международных экономических отношений»
Текущая Текущий контроль успеваемости Итоговая
семестровая (10 баллов) оценка
сентябрь- Аудирование Чтение Лексико- Письменное
октябрь (10 заданий) грамматический задание
2021/2022 тест


10 баллов 2 балла 2 балла 3 балла 3 балла 20 баллов

Работу составил(а) Антонян М.А.

Работу проверил(а) Ф.И.О. преподавателя

Заместитель руководителя
Департамента иностранных языков и
межкультурной коммуникации по учебной и
учебно-методической работе Чернышкова Н.В.
«09» ноября 2021 г.
1. Listening. You will hear a recording about international trade and investment company.
For questions 1-10, complete the sentences by writing one to three words in each gap. You
will hear the recording once.

1. 1. International trade and investment American companies and workers.

2. Global markets is working every day to help US companies expand their and
increase investment opportunities.
3. They their services through a four-pillared approach.
4. First, their U.S. Commercial service offers .
5. Export promotion assistance helps U.S. exporters identify .
6. The Advocacy center helps U.S. companies for foreign government
7. Global markets lead commercial diplomacy efforts to reduce, remove and prevent foreign
8. The Select USA program attracts foreign , which supports jobs across the
United States.
9. On average every dollar appropriated to Global Markets generates more than
into the American economy.
10. The company can help identify optimal international .

2. Read the extract from an article about the process of benchmarking to improve
company performance and choose the right answer.

Slava Taran, managing director of speciality chemical company Darringtons, describes his
company’s experiences of benchmarking.

We had been manufacturing for over 60 years when a few years ago we found ourselves facing
financial pressure from increasingly heavy overheads. The management team all came up with
possible solutions as to what could be done. But in the end, we agreed we needed something
more concrete to guide us. I first heard about benchmarking when someone I met at a networking
event mentioned his company had been involved in benchmarking. I got in touch with some
business consultants, who suggested putting our company on their Benchmark Index programme.
They convinced me that by comparing our performance with those of similar companies, we’d
end up with a useful analysis of our current position.

We initially had to make decisions as to which kinds of companies we should be compared

against. Other chemical manufacturers were an obvious choice, but we opted to benchmark
against several food processing companies. That might sound strange, but in fact what we had in
common was the business model of combining ingredients in a production process to create a
finished product.

We sent out questionnaires to the companies we wanted to target and emphasised that the
process could well be of mutual benefit. Generally, companies were positive. But we also made
sure our partner companies signed up to an agreement specifying limitations on how the
information we’d be sharing could be used. Otherwise there’s a danger that the partner company
could use the data to gain competitive advantage. We then sent our analysis to the partner
companies to verify the facts and figures we’d gathered, and get their feedback on Darringtons’

From the data, it soon became glaringly obvious that aspects of the business were in dire need of
innovation, such as our manufacturing operation. And although we were among the best for
R&D, we did badly on capital investment in equipment and premises, and also in customer
satisfaction, which we were unaware of. We’d evidently worked in the same way for years
without examining closely whether we were truly effective and competitive.

As a result of benchmarking analysis, we looked at ways of improving certain areas, but soon
realised the capital investment needed would be huge. The alternative was to outsource
production of a high percentage of our products, which would cut overheads and capital
spending dramatically. We chose the outsourcing option. This enabled us to redirect resources
so that we could create innovative solutions to suit our customers’ needs and market them
effectively. Outsourcing also resulted in more accurate profit analysis, which led us to make
changes to our mix of products.

Looking back over the whole process, there are things I would have done differently. I think we
should have implemented benchmarking as soon as our problems became apparent, but there was
a lot of fence-sitting in the early days as people were hesitant about committing to a process they
had no experience of. But people couldn’t argue with the benefits that the process would
undoubtedly bring and personally, I was determined not to waste time. In fact, it turned out to be
the catalyst we needed for major operational and cultural change at Darringtons.

1. What made Slava Taran decide benchmarking was the best solution for his company?
A the discussion he had with his management colleagues
B the presentation he heard at a networking event
C the fact that his company was making a loss
D the confidence of the consultants he contacted

2. Taran wanted Darringtons to be compared against companies that

A manufactured similar products to Darringtons’.
B had also been through financial difficulties.
C used similar manufacturing methods to Darringtons’.
D represented a broad range of sectors.

3. Taran says that when exchanging information with partner companies, it is important to
A restrict what they can do with the information.
B supply feedback to them on their operations.
C explain how the information will be analysed.
D specify what the mutual benefits will be.

4. What did the benchmarking analysis reveal about Darringtons?

A It had dealt effectively with falling client satisfaction.
B Its manufacturing processes had not improved despite recent innovations.
C Its R&D department compared well with those of other companies.
D It had made poor decisions to invest in other companies.

5. What did Darringtons do after the benchmarking analysis?

A They altered the range of products they offered.
B They invested heavily in up-to-date equipment.
C They consulted customers more as to their needs.
D They outsourced production of all their products.
3. Read the article below about business relationships. Choose the best sentence from A–
E below to fill each of the gaps. For each question 1-5, mark one letter. Do not use any
letter more than once.
If I were to ask you what makes a business successful, you probably would say: a unique,
unforgettable product + an ability to deliver an amazing customer service. (1) . In
order to attract new and retain existing customers, you also need to dedicate resources and invest
into building strong, long-term business relationships that help people see the value and achieve
their goals with a product or service. But there’s more to it than just responding to emails on
time, sending email marketing campaigns with discounts or being polite on the phone. Just like
your personal relationships, business relationships take time to develop. (2) . And as
with anything you invest in it usually requires a process that turns every touchpoint with a
customer into an opportunity for communication, trust, and mutual growth. (3) .
Why do relationships matter? It is because creating a relationship with both new and
potential customers allows businesses to offer a more personalized and enticing customer
experience. (4)
In a recent study, 86% of customers claim their experiences are just as important as the actual
product or service they purchase. (5)

A. To put it simply – to be successful, businesses need to establish positive relationships with


B. This means businesses are not only required to provide products or services their customers
need, but they also must deliver a great end-to-end experience across every touchpoint.

C. It is an investment

D. However, although important, these two elements are not the only ones that drive success
E. And it is exactly the quality of the experience you offer that will determine whether you will
establish long-term business success

4. Choose the best phrase to fill each gap from A, B, C or D below.

1. The components distributor sends more than half a million electronics products to …
around the world.
2. As the market was … with goods and the economy became more balanced, inflation went
3. The World Bank should … of the project.
4. And it provides a fascinating snapshot of the … of the nation.
5. Managers need a good grasp of the … , its challenges and its opportunities.
6. When such advisers fail in their duty, they … the whole system.
7. A rather aggressive conglomerate came shopping for it with a … takeover bid.
8. They agreed to … a formal agreement.
9. The companies … their merger plans late Monday citing 'adverse market conditions'.
10. Nothing … a friendship between countries so much as trade.

1 A investors B distributors C manufacturers D focus groups

2 A launched B saturated C licensed D retreated
3 A set up B call off C roll out D pull out
4 A buying habits B monetary C market sector D domestic market
5 A government B retailer C economic situation D income
bureaucracy distribution
6 A draw up B let down C set up D call off
7 A friendly B independent C hostile D long-term
8 A let down B draw up C build up D set up
9 A drew up B rolled out C let down D called off
10 A cements B saturates C sours D disrupts

5. Writing.

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