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n. 遞送，交付，分娩
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- 第 1 頁：寫作
- 第 2 頁：聽力選擇題
- 第 3 頁：聽力填空題
- 第 4 頁：Section A選詞填空
- 第 5 頁：Section B段落匹配
- 第 6 頁：Section C仔細閱讀
- 第 7 頁：翻譯
- 第 8 頁：答案
Section C
Directions: There are 2 passages in this section. Each passage is followed by some questions orunfinished statements. For each of them there are four choices marked A, B, C. and D ). You should decide on the best choice and mark the corresponding letter on AnswerSheet 2 with a single line through the centre.
Passage One
Questions 56 to 60 are based on the following passage.
Junk food is everywhere. We're eating way too much of it. Most of us know what we're doing andyet we do it anyway.So here's a suggestion offered by two researchers at the Rand Corporation: Why not take a lessonfrom alcohol control policies and apply them to where food is sold and how it's displayed?"Many policy measures to control obesity (肥胖癥. assume that people consciously and rationallychoose what and how much they eat and therefore focus on providing information and more access tohealthier foods," note the two researchers. "In contrast," the researchers continue, "many regulations that don't assume people makerational choices have been successfully applied to control alcohol, a substance--like food--of whichimmoderate consumption leads to serious health problems. " The research references studies of people's behavior with food and alcohol and results of alcoholrestrictions, and then lists five regulations that the researchers think might be pronfising if applied tojunk foods. Among them: Density restrictions: licenses to sell alcohol aren't handed out unplanned to all comers but areallotted (分配. based on the number of places in an area that already sell alcohol. These make alcoholless easy to get and reduce the number of psychological cues to drink. Similarly, the researchers say, being presented with junk food stimulates our desire to eat it. Sowhy not limit the density of food outlets, particularly ones that sell food rich in empty calories? Andwhy not limit sale of food in places that aren't primarily food stores? Display and sales restrictions: California has a rule prohibiting alcohol displays near the cashregisters in gas stations, and in most places you can't buy alcohol at drive-through facilities. Atsupermarkets, food companies pay to have their wares in places where they're easily seen. One couldremove junk food to the back of the store and ban them from the shelves at checkout lines. The othermeasures include restricting portion sizes, taxing and prohibiting special price deals for junk foods, andplacing warning labels on the products.
56. What does the author say about junk food?
A. People should be educated not to eat too much.
B. It is widely consumed despite its ill reputation.
C. Its temptation is too strong for people to resist.
D. It causes more harm than is generally realized.
57. What do the Rand researchers think of many of the policy measures to control obesity?
A. They should be implemented effectively.
B. They provide misleading information.
C. They are based on wrong assumptions.
D. They help people make rational choices.
58. Why do policymakers of alcohol control place density restrictions?
A. Few people are able to resist alcohol's temptations.
B. There are already too many stores selling alcohol.
C. Drinldng strong alcohol can cause social problems.
D. Easy access leads to customers' over-consumption~
59. What is the purpose of California's rule about alcohol display in gas stations?
A. To effectively limit the density of alcohol outlets.
B. To help drivers to give up the habit of drinking.
C. To prevent possible traffic jams in nearby areas.
D. To get alcohol out of drivers' immediate sight.
60. What is the general guideline the Rand researchers suggest about junk food control?
A. Guiding people to make rational choices about food.
B. Enhancing people's awareness of their own health.
C. Borrowing ideas from alcohol control measures.
D. Resorting to economic, legal and psychological means.
Passage Two
Questions 61 to 65 are based on the following passage.
Kodak's decision to file for bankruptcy (破產. protection is a sad, though not unexpected, turningpoint for a leading American corporation that pioneered consumer photography and dominated the filmmarket for decades, but ultimately failed to adapt to the digital revolution. Although many attribute Kodak's downfall to "complacency ( 自滿 )," that explanation doesn'tacknowledge the lengths to which the company went to reinvent itself. Decades ago, Kodak anticipatedthat digital photography would overtake film--and in fact, Kodak invented the first digital camera in1975--but in a fateful decision, the company chose to shelf its new discovery to focus on its traditionalfilm business. It wasn't that Kodak was blind to the future, said Rebecca Henderson, a professor at HarvardBusiness School, but rather that it failed to execute on a strategy to confront it. By the time thecompany realized its mistake, it was too late.Kodak is an example of a firm that was very much aware that they had to adapt, and spent a lot ofmoney trying to do so, but ultimately failed. Large companies have a difficult time switching to newmarkets because there is a temptation to put existing assets into the new businesses.
Although Kodak anticipated the inevitable rise of digital photography, its corporate
culture was too rooted in the successes of the past for it to make the clean break necessary to fullyembrace the future. They were a company stuck in time. Their history was so important to them. Nowtheir history has become a liability.Kodak's downfall over the last several decades was dramatic. In 1976, the company commanded90% of the market for photographic film and 85% of the market for cameras. But the 1980s broughtnew competition from Japanese film company Fuji Photo, which undermined Kodak by offering lowerprices for film and photo supplies. Kodak's decision not to pursue the role of official film for the 1984Los Angeles Olympics was a major miscalculation. The bid went instead to Fuji, which exploited itssponsorship to win a permanent foothold in the marketplace.
61. What do we learn about Kodak?
A. It went bankrupt all of a sudden.
B. It is approaching its downfall.
C. It initiated the digital revolution in the film industry.
D. It is playing the dominant role in the film market.
62. Why does the author mention Kodak's Invention of the first digital camera?
A. To show its early attempt to reinvent itself.
B. To show its effort to overcome complacency.
C. To show its quick adaptation to the digital revolution.
D. To show its will to compete with Japan's Fuji Photo.
63. Why do large companies have difficulty switching to new markets?
A. They find it costly to give up their existing assets.
B. They tend to be slow in confronting new challenges.
C. They are unwilling to invest in new technology.
D. They are deeply stuck in their glorious past.
64. What does the author say Kodak's history has become?
A. A burden.
B. A mirror.
C. A joke.
D. A challenge.
65. What was Kodak's fatal mistake?
A. Its blind faith in traditional photography.
B. Its failure to see Fuji Photo's emergence.
C. Its refusal to sponsor the 1984 Olympics.
D. Its overconfidence in its corporate culture.
| 重點單詞 | 查看全部解釋 | |||
| delivery | [di'livəri] |
想一想再看 |
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| breakthrough | ['breik.θru:] |
想一想再看 n. 突破 |
||
| traditional | [trə'diʃənəl] |
想一想再看 adj. 傳統的 |
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| majority | [mə'dʒɔriti] |
想一想再看 n. 多數，大多數，多數黨，多數派 |
||
| innovative | ['inəuveitiv] |
想一想再看 adj. 革新的，創新的 |
||
| switch | [switʃ] |
想一想再看 n. 開關，轉換，鞭子 |
||
| ingredient | [in'gri:diənt] |
想一想再看 n. 成分，原料，配料，因素 |
聯想記憶 | |
| sufficient | [sə'fiʃənt] |
想一想再看 adj. 足夠的，充分的 |
聯想記憶 | |
| mental | ['mentl] |
想一想再看 adj. 精神的，腦力的，精神錯亂的 |
聯想記憶 | |
| understand | [.ʌndə'stænd] |
想一想再看 vt. 理解，懂，聽說，獲悉，將 ... 理解為，認為< |
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