Business Class Test 1-8

8/13/2019 Business Class Test 1-8

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NAME:______________________________

COMPANY: _________________________

DATE: ______________________________

SCORE: _____________________________

BUSINESS CLASS PROGRESS TEST (U1-U8)

LEVEL: Advanc d! M"d#$ I

C"%&$ ' ac n' nc *+' ' c",, c' ",% " ' *",d +n .,ac/ ' 0

1. Nowadays, smartphones are _______________ expensive I think they are so overpriced.

(BELIEVE

!. I can ass"re yo", we on#y make ______________ s"perior prod"cts everythin$ is state o% the arttechno#o$y. (&E' NI')L

*. &his candidate showed $reat ___________ %or the +o I think he-s a shoe in. (/0&EN&

. '#a"de is a _____________ re#ia #e person I can a#ways co"nt on him to $et the +o done.

(& 02034

5. &hese too#s are extreme#y "se%"#, ____________ in an emer$ency sit"ation. (6/E'I)L

7. 8e need to consider this very serio"s iss"e in its _____________. (&0&)L

9. &here are ___________________ to every r"#e. (E:'E/&

;. e is _______________ s"ccess%"# in his area o% expertise. ( I4

E&

1?. )#tho"$h the meetin$ went on %or ho"rs, it was rather ___________________. (/20@3'&

11. ) so"nd re$"#atory %ramework is key to economic _______________. (@EVEL0/

1!. &he %orces o% ________________ are %orcin$ more and more co"ntries to open their doors to %orei$n

investment. (4L0B)L

1*. 8ine ________________ is hi$h in Arance and on the increase in other E"ropean co"ntries.

('0N63=E

1 . 0"r _______________ %orce do" #ed when we took over o"r chie% competitor. (6ELL

15. &he market in which m"#tinationa# operate is characteri ed y ___________, acC"isitions and

conso#idation. (=E24E

17. 0"r company has moved a## its %inancia# %"nctions to one __________ #ocation. ('EN&2E

19. 8e expect a## o"r _________________ activities to cost aro"nd ! mi##ion. (/20=0&E

1;. 8e m"st em race____________ or perish. (INN0V)&E

1


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C"%&$ ' *+' ' c",, c' &, &" +'+"n0

!1. 8e-ve a## come ______________ examp#es o% marketin$ mishaps.

!!. 6evera# car man"%act"rers have r"n __________ pro #ems on this %ront.

!*. 8hen the company chan$ed the name, the sa#es shot _________.

! . 0n o% Aord-s new mode#s t"rned "p __________ the market as 'a#ienteF.!5. It-s very important %or m"#tinationa#s to carry ________ extensive research e%ore they #a"nch a

new prod"ct.

!7. 8e worked in association ___________ an N40 on this pro+ect.

!9. &he company tried to dissociate itse#% _________ the peop#e invo#ved in the scanda#.

!;. Brand mana$ers are _________ press"re to %ind ways o% oostin$ sa#es.

!


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!. I didn-t know yo" were a ve$etarian, otherwise I wo"#dn-t have cooked #am %or dinner.

*. I didn-t st"dy hard and that-s why I have s"ch a poor#y paid +o .

. I s#ept in yesterday so I missed my %#i$ht to Br"sse#s.

5. e was #ate %or the meetin$ eca"se he ran o"t o% petro#.

C"%&$ ' *+' ' c",, c' ",% " raise, rise, arise.

7. &he chairman __________ the C"estion at the next meetin$.

9. 6ome "nexpected di%%ic"#ties have ______________.

;. &he company-s t"rnover has _____________ steadi#y in recent years.


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R ad ' a,'+c$ . $"* a."#' a #cc #$ % , , . '* n '*" c"%&an+ and an * , 3# '+"n 44 5 67 "n ' "&&" +' &a 0

MERGERS CAN BE SUCCESSFUL

Mergers are always headline news. Some financial commentators even regard them as an indicator ofthe economic health of a nation. Which is strange when you consider that most mergers andacquisitions fail. The deals themselves go through, and regardless of the high costs, t he bankers getpaid. But then the e pected economies of scale prove elusive and there are clashes of corporatecultures. !mployees become nervous and less efficient as they worry about losing their "obs.#epending on whose research you believe, $% to &% per cent of acquisitions fail to fulfil the strategicob"ective for which they were designed. 'iven all this, it is interesting to see a merger which issuccessful. (nd that is what seems to have happened when )romo and Truck (ds merged.

!va *endel started )romo in + +, the same year )aul Watson founded Truck (ds. Both companiesdid the same thing- they ran poster campaigns on trucks for ma"or advertisers. t was a new mediumand both companies e panded quickly. t looked so easy and profitable that lots of small operatorscame into the business / which worried both of them because they felt that these new companies didnot really know what they were doing. This, they felt, could have a negative effect on all companies inthis sector. So *endel and Watson formed a trade association to protect the reputation of theirbusinesses. 01ut of all these companies that mushroomed up,0 says Watson, 0almost none havesurvived. They "ust didn0t offer a professional service.0

1nce they had the market largely to themselves, *endel and Watson competed in some situations andcollaborated in others. Whenever one had more campaigns than they could handle, they wouldsubcontract to the other. 2inally, *endel suggested that her company buy Truck (ds. t helped that*endel and Watson had known and respected each other for years. They knew from the tradeassociation that they had many business values in common. (nd they knew they would lose businessopportunities if they did not get bigger.

n negotiations *endel and Watson were not afraid to tackle the problems that so many companiesavoid. They agreed that, as )romo was the larger company as well as the acquirer, *endel would bethe new boss and Watson her deputy. There was no nonsense about "oint leadership or everythingstaying the same.

Turning two workforces into one is never easy. 01nce the merger had gone through, was relieved thatthere had been no redundancies,0 says *endel. 0 hadn0t realised, though, how much loyalty there wasto the Truck (ds brand. This impressed me but also worried me as we had wiped away the brandovernight. So brought in lots of policies to make everyone feel part of the team and then saw every

employee individually to e plain the advantages of the merger for them.00Merger costs are high,0 says *endel. 0*egal e penses alone can wipe out any upside. But not this time.

didn0t think we0d cover our huge legal fees for a year, but we managed to do it in three months. n fact,those costs made us push hard for new business.0


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A were a#ready e$innin$ to #ose "siness.B had di%%erent stren$ths and weaknesses.C were doin$ too m"ch s" contractin$.D had simi#ar ideas a o"t "siness.

480 @"rin$ ne$otiations, Lende# and 8atson decided that

A the two o% them co"#d not work to$ether.B one person wo"#d e in char$e o% the new company.C there wo"#d e no ma+or chan$es in the new company.D the si e o% /romo co"#d #ead to pro #ems.

4 08hat did Lende# do a%ter the mer$er had een comp#etedH

A 6he e$an p"ttin$ sta%% in di%%erent teams.B 6he re%"sed to make any sta%% red"ndant.C 6he exp#ained to a## sta%% how the mer$er wo"#d ene%it them.D

6he con$rat"#ated the sta%% on their #oya#ty to the new company.

670 8hat does Lende# say a o"t the company s #e$a# costsH

A &hey were c#eared more C"ick#y than expected.B &hey had to e sett#ed within a year.C &hey were not so hi$h as she had expected.D &hey were red"ced in ret"rn %or ear#y sett#ement.

440 )ccordin$ to the %irst para$raph, what is one reason why mer$ers andacC"isitions o%ten %ai#H

A &he costs invo#ved are too hi$h.

B &he companies invo#ved have di%%erent attit"des to "siness.C &he mer$er or acC"isition is not $iven a c#ear $oa#.D 6ta%% #eave eca"se they %ee# their +o s are not sec"re.

460 Lende# and 8atson tho"$ht that many o% the sma##er operators in the ind"stry

A #acked pro%essiona# standards.B had expanded too C"ick#y.C wanted to set "p a trade association.

D were makin$ excessive pro%its.

490 Be%ore the mer$er, Lende# and 8atson were aware that the two companies


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Y"# a, ' C"%%#n+ca'+"n Mana , " a % d+#%- + d +,%0 Y"# * , "&+n '"$a#nc a c"%&an; n * $ '' , a &a,' " a d,+v '" +%&,"v +n' ,na$ c"%%#n+ca'+"n*+' +n ' +,%0 Y"# adv ,'+ d ' & ,+ nc 0 Y"# %ad a


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S1 J 6atis%actoryKE>c $$ n' (;? 1?? marks

S J 6atis%actoryKG""d (75 9< marks

S J 6atis%actoryKPa (5? 7 marks

N J Not (yet 6atis%actory ( 5? marks

Documents

Business Class Test 1-8