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发表于 2018-12-8 14:42:19
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二、排序题
Passage 1
Directions: For question 1—5, choose the most suitable paragraphs from the
list A—G and fill them into the numbered boxes to form a coherent text.
Paragraphs A and D have been correctly placed.
[A] Subscription has proved by far the best way of paying for highquality
television. Advertising veers up and down with the economic cycle, and can be
skipped by using digital video recorders. And any outfit that depends on
advertising is liable to worry more about offending advertisers than about
pleasing viewers. Voluntary subscription is also preferable to the compulsory,
universal variety that pays for the BBC and other European public broadcasters.
A broadcaster supported by a tax on everyone must try to please everyone. And a
government can starve public broadcasters of money, too—as the BBC is painfully
learning.
[B] What began as an interesting experiment has become the standard way of
supporting highquality programming. Most of the great television dramas that
are watched in America and around the world appear first on payTV channels.
Having shown others how to make gangster dramas with “The Sopranos”, HBO is
laying down the standard for fantasy with “Game of Thrones”. Other payTV
channels have delved into 1960s advertising (“Mad Men”), drug dealing (“Breaking
Bad”) and Renaissance court society (“The Borgias”). PayTV firms outside
America, like Britains BSkyB, are beginning to pour money into original series.
Talent is drifting to paytelevision, in part because there are fewer appealing
roles in film. Meanwhile, broadcast networks have retreated into a safe zone of
sitcoms, police procedurals and singing competitions.
[C] But pay television is now under threat, especially in America. Prices
have been driven so high at a time of economic malaise that many people simply
cannot afford it. Disruptive, deeppocketed firms like Amazon and Netflix lurk,
whispering promises of internetdelivered films and television shows for little
or no money. Whether the lure of such alternatives or poverty is what is causing
people to cancel their subscriptions is not clear. But the proportion of
Americans who pay for TV is falling. Other countries may follow.
[D] Pay TV executives argue that people will always find ways of paying for
their wares, perhaps by cutting back on cinema tickets or bottled water. That
notion seems increasingly hopeful. Every month it appears more likely that the
pay TV system will break down. The era of evergrowing channel choice is coming
to an end; cable and satellite distributors will begin to prune the least
popular ones. They may push “best of basic” packages, offering the most
desirable channels—and perhaps leaving out sport. In the most disruptive
scenario, no longer unimaginable, payTV would become a free for all, with
channels hawking themselves directly to consumers, perhaps sending their content
over the internet. How can media firms survive in such a world?
[E] Fifteen years ago nearly all the television shows that excited critics
and won awards appeared on free broadcast channels. Paytelevision (or, as many
Americans call it, “cable”) was the domain of repeats, music videos and
televangelists. Then HBO, a subscription outfit mostly known for boxing and
films, decided to try its hand at hour long dramas.
[F] But television as a whole should emerge stronger. If people buy
individual channels rather than a huge bundle, they will have to think about
what they really value—the more so because each channel will cost more than it
does at present. Media firms will improve their game in response. The activity
that diverts the average American for some four and a half hours each day should
become more gripping, not less.
[G] It wont be easy. They will have to start marketing heavily: at present
the payTV distributors do that for them. They must produce much more of their
own programming. Repeats and old films lose their appeal in a world in which
consumers can instantly call up vast archives. If they are to sell directly to
the audience they will have to become technology firms, building apps and much
slicker websites than they have now, which anticipate what customers might want
to watch.
1→2→A→3→D→4→5
Passage 2
Directions: For question 1—5, choose the most suitable paragraphs from the
list A—G and fill them into the numbered boxes to form a coherent text.
Paragraphs D and E have been correctly placed.
[A] For publishers, though, it is a dangerous time. Book publishing
resembles the newspaper business in the late 1990s, or music in the early 2000s.
Although revenues are fairly stable, and the traditional route is still the only
way to launch a blockbuster, the climate is changing. Some of the publishers
functions—packaging books and promoting them to shops—are becoming obsolete.
Algorithms and online recommendations threaten to replace them as arbiters of
quality. The tide of selfpublished books threatens to swamp their products. As
bookshops close, they lose a crucial showcase. And they face, as the record
companies did, a nearmonopoly controlling digital distribution: Amazon’s grip
over the ebook market is much like Apple’s control of music downloads.
[B] They also need to become more efficient. Digital books can be
distributed globally, but publishers persist in dividing the world into
territories with separate editorial staffs. In the digital age it is daft to
take months or even years to get a book to market. And if they are to
distinguish their wares from selfpublished dross, they must get better at
choosing books, honing ideas and polishing copy. If publishers are to hold
readers’ attention they must tell a better story—and edit out all the spelling
mistakes as well.
[C] For readers, this is splendid. Just as Amazon collapsed distance by
bringing a huge range of books to outoftheway places, it is now collapsing
time, by enabling readers to download books instantly. Moreover, anybody can now
publish a book, through Amazon and a number of other services.
[D] During the next few weeks publishers will release a crush of books,
pile them onto delivery lorries and fight to get them on the display tables at
the front of bookshops in the runup to Christmas. It is an impressive display
of competitive commercial activity. It is also increasingly pointless.
[E] Yet there are still two important jobs for publishers. They act as the
venture capitalists of the words business, advancing money to authors of
worthwhile books that might not be written otherwise. And they are editors,
picking good books and improving them. So it would be good, not just for their
shareholders but also for intellectual life, if they survived.
[F] More quickly than almost anyone predicted, ebooks are emerging as a
serious alternative to the paper kind. Amazon, comfortably the biggest ebook
retailer, has lowered the price of its Kindle ereaders to the point where
people do not fear to take them to the beach. In America, the most advanced
market, about one fifth of the largest publishers sales are of e books. Newly
released blockbusters may sell as many digital copies as paper ones. The
proportion is growing quickly, not least because many bookshops are closing.
[G] They are doing some things right. Having watched the record companies
impotence after Apple wrested control of music pricing from them, the publishers
have managed to retain their ability to set prices. But they are missing some
tricks. The music and film industries have started to bundle electronic with
physical versions of their products—by, for instance, providing those who buy a
DVD of a movie with a code to download it from the internet. Publishers,
similarly, should bundle e books with paper books.
D→1→2→3→E→4→5
Passage 3
Directions: For question 1—5, choose the most suitable paragraphs from the
list A—G and fill them into the numbered boxes to form a coherent text.
Paragraphs C and F have been correctly placed.
[A] Fifteen years ago Vincent Bolloré, a French industrialist, decided to
get into the business of electricity storage. He started a project to produce
rechargeable batteries in two small rooms of his family mansion in Brittany. “I
asked him, ‘what are you doing? and I told him to stop, that it wouldn t go
anywhere,” says Alain Minc, a business consultant in Paris who has advised Mr
Bolloré for many years. Fortunately, he says, Mr Bolloré continued.
[B] The real aim for Mr Bolloré, however, is to showcase his battery
technology. His group has developed a type of rechargeable cell, called a
lithiummetal polymer (LMP) battery. This is different from the lithiumion
batteries used by most of the car industry. Mr Bolloré believes fervently that
his batteries are superior, mainly because they are safer. Lithiumion batteries
can explode if they overheat—which in the past happened in some laptops.
Carmakers incorporate safety features to prevent the batterys cells from
overheating.
[C] The city of Paris will cover most of the cost of the stations, but Mr
Bolloré will pay an estimated 105m to supply his design of “Bluecar” vehicles
and their batteries. He will bear a further 80m a year in running costs. The
citys estimates for how popular the new service will be are highly optimistic,
said a recent study by the government. Autolib could make 33ma year for Mr
Bolloré, according to the study, but it could easily just breakeven or lose as
much as 60mannually. Autolib will also be the first time the group has operated
in a big consumerfacing business where it will be held directly responsible for
problems such as vandalism or breakdowns.
[D] Going up against the rest of the car industry may seem quixotic. Before
he won Autolib, Mr Bolloré says, people may well have thought he and his team
were mad to venture into such a new area. But they underestimated his groups
knowledge of electricity storage, he maintains. And if the growing number of
electric cars on the road does lead to safety concerns over batteries, then Mr
Bollorés LMP technology could move from the margin to the mainstream—provided,
of course, they pass their test on the streets of Paris.
[E] “Being a family company means we can invest for the long term,” says Mr
Bolloré, who has spent 1.5 billion on battery development since 1996. Most of
his groups money comes from transport and logistics, with a strong position in
Africa, and from petrol distribution in France. Mr Bolloré has also made
billions from financial investments such as in Rue Imperiale, a holding company.
Autolib will be keenly watched throughout the car industry. It is the first
largescale city carsharing service to use only electric vehicles from the
outset; a scheme in Ulm in Germany, by contrast, started with diesel vehicles.
Running Autolib could mean shouldering substantial losses for the Bolloré Group.
Mr Bolloré was not expected to win the contract, but did so mainly because he
offered low rental charges for drivers.
[F] Mr Bollorés LMP batteries are said to be more stable when being
charged and discharged, which is when batteries come under most strain. Just two
European carmakers have seen the batteries, which are made only by the Bolloré
Group. One carindustry executive says that though the LMP technology is
attractive from a safety point of view, the batteries have to be heated up to
function—which takes power and makes them less convenient to use.
[G] Mr Bollorés technology is about to hit the road. In 2010 his group won
a contract to run Autolib, a carsharing scheme designed by Bertrand Delane,
the mayor of Paris, which will put 3,000 electric vehicles on the city s
streets along with 1,120 stations for parking and recharging. Construction of
the stations started in the summer, and Mr Bolloré will begin testing the
service on October 1st before opening it to the public in December. Rechargeable
batteries are now an important technology for the global car industry as it
starts to make ever more electric and hybrid vehicles. Renault, a French
manufacturer, is alone investing 4 billion ($5.6 billion) in a range of electric
models which it will start selling this autumn. Many producers will unveil new
electric vehicles next week when the Frankfurt Motor Show opens.
1→2→3→C→4→F→5
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