Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 1
1. Прочитайте и осуществите письменный перевод со словарем на русский язык оригинального
текста по специальности (материал представляется на экзамене).
2. Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 2
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
3.
Расскажите о своей научной работе и специальности.
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 3
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
/
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 4
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 5
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 6
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 7
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 8
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 9
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
Негосударственное образовательное частное учреждение
высшего профессионального образования
МОСКОВСКИЙ ФИНАНСОВО-ЭКОНОМИЧЕСКИЙ ИНСТИТУТ
Факультет экономики и управления
Кафедра общегуманитарных и социальных дисциплин
БИЛЕТ № 10
1.
Прочитайте и осуществите письменный перевод со словарем на русский язык
оригинального текста по специальности (материал представляется на экзамене).
2.
Передайте содержание этого текста на английском языке и ответьте на вопросы .
Зав. кафедрой ___________ /___________/
подпись
ФИО
«____»_____________20__г.
ТЕКСТЫ
1. UNCITRAL Model Law on Public Procurement (2011)
Purpose
The Model Law on Public Procurement contains procedures and principles aimed at
achieving value for money and avoiding abuses in the procurement process. The text
promotes objectivity, fairness, participation and competition and integrity towards these
goals. Transparency is also a key principle, allowing visible compliance with the
procedures and principles to be confirmed.
The 2011 Model Law replaces the 1994 UNCITRAL Model Law on Procurement of Goods,
Construction and Services. While the 1994 text was recognized as an important
international benchmark in procurement law reform, in 2004, the Commission agreed
that the 1994 Model Law would benefit from being updated to reflect new practices, in
particular those resulting from the use of electronic communications in public
procurement, and the experience gained in the use of that Model Law as a basis for law
reform. Nonetheless, the principles and main procedures from the 1994 text, the
foundation of its success, have not been changed.
Why is it relevant?
The nature of procurement is that it involves discretionary decision-taking on behalf of
government at all levels; procurement spending may represent 10-20 % of GDP and up
to 50% or even more of total government spending. The nature of procurement
necessarily involves a risk of abuse and the size of the market shows that potential
losses could be significant, but also procurement involves important projects (health,
education, infrastructure), which will have a major impact on economic performance and
development. Accordingly, achieving value for money in procurement is critical.
Responding to these key factors, the Model Law allows the enacting State to develop a
procurement system that will both achieve value for money and avoid abuse.
Key provisions
The Model Law allows government purchasers to take advantage of modern commercial
techniques, such as e-procurement and framework agreements, to allow it to maximize
value for money in procurement. The Law contains procedures to allow for standard
procurement, urgent or emergency procurement, simple and low-value procurement,
and large and complex projects (in which, and where appropriate, the government can
interact with potential suppliers and contractors to obtain the best solution to its needs).
All procedures are subject to rigorous transparency mechanisms and requirements to
promote competition and objectivity. All decisions and actions taken in the procurement
process can be challenged by potential suppliers. While the government purchaser
therefore has discretion in deciding what to purchase and how to conduct the
procurement, that discretion is subject to safeguards that are consistent with other
international standards - notably, those imposed by the United Nations Convention
Against Corruption.
The Model Law allows the enacting State to pursue its domestic policy objectives - such
as promoting economic development through the support of SMEs - to the extent that
the government's international commitments allow.
The Model Law has also been prepared with a view to supporting the harmonization of
international standards in public procurement, and takes account of the provisions of the
WTO Agreement on Government Procurement, the European Union Directives (on
procurement and remedies), the UN Convention Against Corruption, the Procurement
Guidelines and Consultant Guidelines of the World Bank and the equivalent documents
of other IFIs.
The Model Law is aimed at assisting States in formulating a modern procurement law.
Although developing countries and States whose economies are in transition were the
main users of the 1994 text, the new Model Law reflects international best practice and
is designed to be appropriate for all States.
2. Is MINT the next BRIC?
By Elizabeth Matsangou | Wednesday, March 4th, 2015
The MINT group has come a decade after the much-talked BRIC countries were
first discussed, but are these countries growing fast enough to warrant their own
acronym?
The term BRIC was first coined by Jim O’Neill in 2001 while at Goldman Sachs in order to
highlight the economic prowess of Brazil, Russia, India and China. By grouping these states
in this fashion, their respective growth and potential captured the attention of the West. Ten
years later, another acronym was conceived with similar aspirations: MINT. Mexico,
Indonesia, Nigeria and Turkey thus were labelled as the new economies to watch. Although
each member of MINT has undergone commendable growth in recent years and shows
promise, they all feature several pressing challenges that are yet to be overcome.
[A] looming problem across the board is a high level of corruption
Each state has a large population with a sizeable youth workforce; a beneficial advantage
for emerging economies, as has been the case for China and India, and all have
geographically enviable locations with valuable neighbours. For Mexico, the obvious
proximity to the global hegemon brings its fair share of trade and business opportunities.
Istanbul straddles two continents over the Bosphorus, and so Turkey advantageously sits on
the edge of the Eurozone and also acts as a bridge to the Middle East. Indonesia is close to
economic giant China, while Nigeria’s growing power and position in Africa can transform
the state into a hub for the entire continent. Three of the four economies are commodity
based, providing further reason for international investors to stand up and pay attention.
Failing acronyms
Although there is vast potential for the MINT economies individually and the group as a
whole, there still remains a high level of risk in each respective country, particularly in
terms of foreign investment. In addition, they have each exhibited somewhat disappointing
performance since 2011, thereby raising doubts of whether this is to be another failed
acronym that is soon forgotten, such as CIVETS (Colombia, Indonesia, Vietnam, Egypt,
Turkey and South Africa). As such, the grouping is not as groundbreaking as BRIC was
when it was first unveiled. For MINT, there are even more obstacles and even further to go
in terms of development in several sectors, notably, infrastructure, corruption and social
capital. Not to mention that the sizes of MINT’s respective economies are considerably
smaller than those of BRIC’s.
There are plans for tackling impeding issues in each MINT country, but until there is a
notable improvement, economic progression is limited. With that said, the progress
achieved by Mexico, Indonesia, Nigeria and Turkey thus far should not be underestimated,
because their recent economic growth is certainly commendable. Each economy has made
strides to raise their income status and has made excellent progress. As for the acronym
itself, perhaps it will indeed turn into the next BRIC – but not in the way it was first
envisaged, insofar that the grouping itself will be another disappointment.
3. Branding: the strategy and specificity of image equity
STATEGY
By Rita Lobo | Wednesday, April 3rd, 2013
Branding is thrust more so to the forefront of initiatives as publicity becomes the
deciding factor in whether a business succeeds or fails
Branding is a tricky business; more often than not, experts are carted in by companies to
help create the buzz they need to attract and retain customers. But branding is an imprecise
science and even the top specialists can fail. Different types of companies require different
branding strategies to appeal to specific client bases. Small businesses may have a more
local focus while multinationals often want to appear individualistic to a larger audience.
From the logo, name and appearance, to how a company responds to crises, every instance
of a client coming into contact with the company influences brand equity.
Truly good branding should go beyond a logo to inhabit the collective subconscious. The
most successful brands are part of our daily lives and are consumed without a thought. In
an attempt to crack the secret of this success, we have compiled an easy guide to good
branding (disclaimer: follow advice at your own peril, these steps in no way guarantee
success).
Define your business
Good branding means a company is easily identifiable to its customers. Often branding will
focus on the unique selling point of a business. Branding expert Laura Ries says: “A brand is
a name that stands for something in prospective customers’ minds. Brands are worthless
unless they stand for something in the mind. And the more things you try to hang on a
brand name, the less it stands for.”
It is important to be consistent. All customers must receive the same message about the
product and company in order to maintain a consistent level of expectation. For example,
McDonald’s customers know that a Big Mac will be identical in any country they visit.
For Ries, the first provision a company must take is to “find an open category in the mind,
and give that open category a simple name”. She cites Red Bull as a prime example of what
good branding is; Dietrich Mateschitz not only created an innovative product, he created a
whole new market. Ries says: “Even more important than the Red Bull name was his choice
of category name. He called the category an ‘energy drink’.”
Be innovative
Richard Branson, the omnipresent CEO of Virgin says: “Your brand or name is simply your
reputation: you have to fight in life to protect that as it means everything. Nothing is more
important.” A creative combination of name and design can go a long way in creating space
between a company and its competitors in the eyes of consumers.
In reality, few people can tell one cola drink from the next, and yet they still choose CocaCola: the company is number three on Forbes‘s ‘Most Powerful Brands’ list and its
eponymous soft drink accounts for almost half of its sales. It is Coca-Cola’s powerful brand
that encourages consumers to buy its drink instead of similar rivals.
Louboutin’s marketing strategy consists of little more than having its shoes photographed
on aspirational feet
Ries says: “Almost every branding success story follows the same pattern. An innovator
notices an empty hole in the marketplace and then introduces a new brand that goes on to
exploit that new category. Some examples: Starbucks, the first high-end coffee house;
Haagen-Dazs, the first high-end ice cream.”
Sometimes, these new categories are simply a way of differentiating a product, rather than
a true invention. Ice cream has been around since time immemorial: Haagen-Dazs just
found a new way to market it.
Creativity plays a huge part in this process. Clearly, a more original and visually exciting
logo will remain in customer’s minds for longer. This is also where marketing campaigns
come in; prospective clients must be exposed to a brand before they choose to buy it. There
is no one-size-fits-all model for marketing, as different companies will have different needs
and appeal to different audiences, but some of the most successful campaigns are also the
most creative.
Apple, for instance, saw sales boom and street-cred skyrocket thanks to a branding rethink.
Now, every product that comes from the company’s California design centre oozes brand
appeal: customers can always tell an Apple product from its competitors. Steve Jobs
became a walking campaign and the company ran a series of ads associating Apple products
with ‘cool’ individuals and businesses: all the while portraying its (often more affordable)
competitors’ products as ‘square’.
For Reis, a marketing campaign must come with a brand launch. She says: “The thing with
words is you need a whole lot of them to get an emotional response. In branding, you don’t
have time to write three chapters to get people emotional. No one gives you that.”
Create an emotional connection
Steps one and two have been executed successfully when customers feel an emotional
connection with a brand. Admittedly, this is the trickiest and most intangible part of the
branding process, as it not only relies on marketing but also on the product itself.
But to nail the emotional connection means the branding efforts have yielded results. The
goal is to make customers associate a particular brand with a positive memory or a strong
feeling. This association will drive consumers to pick one brand over its competitors, time
after time.
This connection can be real or perceived. For instance, Christian Louboutin, a French ladies’
shoe company with annual revenues of over $250m in 2011, is an empire built on a red
lacquered sole. When consumers see actresses, models and other high-profile women
wearing Louboutin shoes – characterised by the distinctive soles and worth anywhere
between £400 and several thousand pounds – they immediately make an emotional
connection: red soles equal luxury. Louboutin’s marketing strategy consists of little more
than having its shoes photographed on aspirational feet. This has been enough to achieve
that desirable brand connection.
Customers can always tell an Apple product from its competitor
Brand loyalty is extremely important and increasingly hard to cultivate. In times of
economic turmoil, few customers can promise infallible devotion to their beloved brands
when cheaper alternatives are available. Report after report suggests brand loyalty is not a
priority for shoppers – particularly young ones – but social media and the internet are
helping reverse this trend by offering customers an opportunity to interact with businesses,
enhancing the all-important brand connection.
When Lay’s potato chips opened themselves up online, asking fans to create their next
flavour, they were sending a clear message to consumers: we care what you think.
Meanwhile, consumers were attracted to a product they had already established an
emotional connection with.
4. U.S. Slides Again As Denmark Tops Forbes' Best Countries For Business
The U.S. is the world’s undisputed economic superpower with a GDP of $16.7 trillion last
year, nearly a quarter of the global total. It is the financial capital of the world and has
largely recovered from the Great Recession. The economy recently posted its best sixmonth performance in more than a decade and unemployment stands at 5.9%, down from
its 2009 peak of 10%.
Yet for all of its financial might, the U.S. lags behind many other developed nations when it
comes to its business climate, and the gap is growing. The U.S. ranks 18th in Forbes’ ninth
annual ranking of the Best Countries for Business, down four spots from last year. It marks
the fifth straight year of declines since 2009, when the U.S. ranked second.
Blame an expanded government, as well as expensive new regulations in finance and health
care. The U.S. is the only country to record a loss of economic freedom seven straight years
in the Heritage Foundation’s Index of Economic Freedom. More than 130 major new federal
regulations on starting a business have been added since 2009 at an annual cost of $60
billion, according to the Heritage Foundation. The U.S. ranks 81st out of 146 countries for
monetary freedom, according to Heritage, with only the U.K. and Turkey faring worse
among OECD nations.
The U.S. also gets knocked for its corporate tax climate, which ranks 43 rd (out of 146 we
ranked countries) in the World Bank’s Doing Business report. The statutory corporate rates
in the U.S. are the highest in the world among developed countries and the complexity of
the code keeps an army of accountants busy. Companies get a break on their taxes thanks
to numerous deductions, but the reality of having the highest published rates in the world
makes for bad PR.
Best Countries For Business 2014
The best country for business this year is Denmark, which ranked No. 1 three straight years
between 2008 and 2010. Denmark’s economy has struggled in recent years along with the
rest of the European Union. Last week Denmark’s government cut its growth forecasts for
this year and next, as the $324 billion economy struggles to recover from the collapse of
the housing bubble, as well as a weak export market. “Denmark relies on the core of Europe
for their export demand and they are struggling to fill that void right now,” says John Weis,
an economist at Moody’s Analytics with an expertise on the Danish economy.
Despite its recent economic challenges, Denmark’s business climate is extremely positive. It
scored highly across the board, finishing in the top 25 in each of the 11 categories we
considered with top five showings for personal freedom, technology and low corruption.
One of the keys to Denmark’s pro-business climate is the flexible labor market known as
“Flexisecurity,” where companies can easily hire and fire workers with out-of-work adults
eligible for significant unemployment benefits. Unemployed workers are also eligible for
training programs. It creates one of the most productive workforces in Europe. “The model
encourages economic efficiency where employees end up in the job they are best suited
for,” says Weis. “It allows employers to quickly change and reallocate resources in the
workplace.”
Denmark is one of the most entrepreneurial countries in the world. The government
streamlines the startup process with only four procedures needed to start a new business
and at minimal costs. The regulatory climate is also one of the most efficient.
We determined the Best Countries for Business by grading 146 nations on 11 different
factors: property rights, innovation, taxes, technology, corruption, freedom (personal, trade
and monetary), red tape, investor protection and stock market performance. Each category
was equally weighted. The data came from published reports from the following
organizations: Freedom House, Heritage Foundation, Property Rights Alliance, Transparency
International, World Bank and World Economic Forum (click here for more details on the
methodology).
Pro-Democracy street protests have roiled Hong Kong this fall, but the
semiautonomous Chinese territory enjoys an incredibly business friendly climate. It ranks
second, up from No. 3 last year. Unemployment was a scant 3.1% last year and GDP
growth of 2.9% was better than any other country in our top 20 outside of Singapore, which
ranked ninth overall. Hong Kong ranks among the top five locales for investor protection,
trade freedom, tax burden and red tape. Rounding out the top five of Forbes’ Best Countries
are No. 3 New Zealand followed by Ireland and Sweeden.
The world’s four biggest economies outside the U.S. turned in a mixed performance. Japan
rose two spots from last year to No. 26, while China fell three places to No. 97. Germany,
which has the fourth biggest economy at $3.6 trillion, jumped to No. 20 from No. 24 last
year. France had the biggest fall of anyone in the top 50, down eight spots to No. 27.
France endured its second recession in four years, as well as record unemployment. It’s
rating fell due to plunging scores on monetary freedom under the government of socialist
Francois Hollande.
Guinea, formerly known as French Guinea, ranks last for the third straight year. The West
African nation is at the center of the recent Ebola outbreak. It ranks among the bottom five
for innovation, technology and corruption. Chad, Libya, Myanmar and Haiti fill out the
bottom five.
5. Solar farm generates dazzling returns for local residents
By Richard Anderson
 27 April 2015
 FromthesectionBusiness

Most people invest to make money, but Mark Boulton has a rather different motivation.
"I don't like the way the world is going and I've got grandchildren... In fact I've got seven of
them," says the 78-year-old retiree.
A proud environmentalist deeply concerned about climate change, MrBoulton has travelled a
few miles down the road from his new eco home - built from scratch in the village of
Mickleton in the Cotswolds - to admire his latest investment.
He was fascinated by the opportunity both "to get the community involved and to make a
genuine difference to local wildlife. And I couldn't talk to people the way I do without
[putting my money where my mouth is].
The financial payback, he says, was "simply a bonus".
But what a bonus.MrBoulton and his wife Sonia are earning 7% interest a year on their
£6,000 investment, more than twice the best equivalent available on the High Street,
currently 3%.
Last week, they received their first interest payment, and both couldn't be happier they
decided to take a punt on something a little out of the ordinary.
Community power
For this investment is rather unusual - row upon row of high tech solar panels spreading out
over 23 acres, quietly harvesting the sunlight on the outskirts of the picturesque village of
Willersey. If you didn't know it was there, you would miss it.
The solar farm is part of the Big60Million community energy project, which has three further
farms in Kent, Warwickshire and Stratford-upon-Avon, with planning permission secured for
a fourth in Swindon.
Working so closely with local communities, which has become central to the company's
ethos, came about largely by chance. Big60 boss Toddington Harper was passionate about
the benefits of solar power and felt the Willersey farm, with its poor soil unsuitable for
growing crops, was the perfect site.
A very small but vocal group of locals, he says, had other ideas. Soon the Daily Mail was
running a story headlined "Hands off our views", talking about German invasions thanks to
Big60's solar partner Belectric, headquartered in Bavaria.
"We just thought 'this is not right, what we are trying to do is a good thing'," says Mr
Harper. When he finally spoke with the main opponent of the farm, everything
became clear.
"'What's in it for me?' was her simple message, so we took that on board and thought, 'let's
make everything in it for her'."
Making money
Simplicity was key, so the company devised its five-year solar bond, each costing £60 and
paying a fixed annual rate of 7%. The electricity from the 4MW farm - producing enough
power in one year to meet the demands of 1,100 homes - is sold into the National Grid to
generate 40% of the return, with the remaining 60% coming from government subsidies,
which are guaranteed for 20 years.
With new subsidies falling, the solar bonds launched for the latest farms offer 6% interest,
with the split closer to 50/50. But Mr Harper says longer term, thanks in large part to the
falling cost of solar panels, the business model will not rely on government support.
"I look forward to the day we have no subsidies," he says. "Within five years I think we can
work without them." Much will depend on the cost of panels.
The Willersey bond offer raised £4m in two months from hundreds of individual investors,
with 20% being bought by local residents. The rest came on the back of adverts in the
national press.
Many were not interested in the environmental benefits of the farm, but simply wanted a
good cash return. As investor Mike Scowan from Towcester near Northampton says: "Where
else are you going to get 7%? You won't get it at the bank or building society and the
returns on ISAs are pretty miserable".
He's so pleased with his solar bond he's thinking about investing more next time round.
Seasoned private investor Dr Geoffrey Taylor from Cheltenham is equally delighted. He was
attracted both by the interest rate and by the fact the bond was underpinned by a
guaranteed government subsidy, not to mention a share of the farm's assets should the
company get into trouble. To him, the solar bond is just another investment - so much so in
fact that last week's interest payment came as something of a surprise. "I had completely
forgotten about it," he says.