Розкрийте дужки, ставлячи дієслова в Present Passive.

💸 Как сделать бизнес проще, а карман толще?

Тот, кто работает в сфере услуг, знает — без ведения записи клиентов никуда. Мало того, что нужно видеть свое раписание, но и напоминать клиентам о визитах тоже. Проблема в том, что средняя цена по рынку за такой сервис — 800 руб/мес или почти 15 000 руб за год. И это минимальный функционал. Нашли самый бюджетный и оптимальный вариант: сервис VisitTime.
⚡️ Для новых пользователей первый месяц бесплатно. А далее 290 руб/мес, это в 3 раза дешевле аналогов. За эту цену доступен весь функционал: напоминание о визитах, чаевые, предоплаты, общение с клиентами, переносы записей и так далее.
✅ Уйма гибких настроек, которые помогут вам зарабатывать больше и забыть про чувство «что-то мне нужно было сделать».
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За поданою умовою напишіть відповідний тип ділового листа. Не забудьте правильно написати адресу, привітання та прощання.

Ви дізналися, що на фірмі «Галка» вакантна посада головного бухгалтера. Напишіть лист-заяву про прийом на роботу. Не забудьте запитати про умови праці та про можливість співбесіди.

When I rang to book a room at The Swan, the receptionist sounded doubtful. 'I don't think we've anything that weekend, ' she said. 'No, wait - there's just one.'

The Swan, dating back to 1821, is the Georgian building at the end of town. We had to smile at the comical scene that greeted us when we arrived. A disorganised receptionist; an over-talkative salesman with his back to us and two foreign guests reduced to communicating in sign language.

Coming downstairs again we met another talkative character. Colin Vaughan, the owner, amused us with stories of the army, difficult guests, VAT and how the hotel had been used as a bookshop before he bought it ten years ago: 'It took me six long weeks to get rid of all those books.' Today, the Swan is a traditionally furnished hotel with generous areas of red, flowery carpet and a large number of cherry-red sofas and armchairs.

After a wander around town, a blonde girl broke the news that we couldn't have dinner in their restaurant that evening because members of the Chamber of Commerce were having dinner there and the other public rooms had been booked by a rugby club.

Assuming we would be served two bar meals instead, we made our way to the bar. Yet we were confused. We thought the girl had said something about a table for us in the room next to the bar? We made our way there and sat down. To our surprise, restaurant menus were brought. So she had meant it!

We were further surprised when we were led into a small plain dining room where several tables had been laid including one large one occupied by people eating bar meals. By now we were even more confused. We suspected the hotel management was, too!

Oh dear! I had asked for local baked trout without its lemon and ginger sauce. It arrived with. However, the chef more than made up for the situation by removing the skin complete with sauce and then skilfully filleting the fish. Again, surprisingly good -as was my husband's pork with mustard sauce.

Nevertheless, it would have been nice to have been told beforehand about the dining arrangement - after all, it's not just the food one pays for, it's the sense of occasion too - and, in an ideal world, we would have had something knocked off the bill.

The average profit made on package holidays is extremely low. Many non-travel companies supplying consumer services achieve profit on sales turnover of 10-12 per cent. The Civil Aviation Authority (CAA) records that the average tour operator's return on turnover in recent years remains around just 2-3 percent and amounts to just some £ 8 profit on a £ 400 holiday.

The margins are not only low, tour operators also have to manage considerable risks not faced by other higher margin industries. For example, holiday prices are set over a year before a holiday takes place and a large proportion of costs can fluctuate - especially exchange rates and aviation fuel. Although tour operators are able to protect themselves against currency fluctuations by 'buying forward' on the money markets, this is expensive.

Accurate forecasting is also necessary for another reason. Late surcharges to clients are not allowed - and surcharges under 2 percent of the package price cannot be charged at any time. Remembering the average 2 percent profit margin, adverse fluctuations outside the tour operators' control can be enough to make the programme lose money.