Could a company even plan for this type of situation？ Testify, how？ If not, why not？

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Michael: They are testing the 3D printer. Don’t you come and see it?

Lucas: What? Never heard of it.

Michael: It is one of the most latest technological?innovations.

Lucas: Really?(1)_________.

Michael: Come on! You should learn to be?open-minded.

Lucas: (2)_________.

Michael: The 3D printing technology could be used in construction, engineering, biomedicine, and many other fields. It can print anything, a house, a car, even a liver!

Lucas: That can’t be true.I will never believe this.

Michael: (3)_________. All these will be absolutely carried out by 3D printers. There’ s a company called Natural Machines has introduced a 3D printer for food producing.

Lucas: I guess that there are a lot of procedures involved in this process. So this printer must be very big.

Michael：(4)_________. It can print all kinds of dessert and starter.

Lucas: Is it expensive?

Michael：(5)_________.

A.It is about $. 1, 000

B.Maybe its functions are questionable

C.It is really true.

D.What are the main functions of it?

E.In fact, it is as big as an oven

（教材对话原文)Michael: They are testing the 3D printer. Don’t you come and see it？Lucas:

(教材对话原文)
Michael: They are testing the 3D printer. Don’t you come and see it？
Lucas: What？ Never heard of it.
Michael: It is one of the most latest technological innovations.
Lucas: Really？{A; B; C; D; E}.
Michael: Come on! You should learn to be open-minded.
Lucas: {A; B; C; D; E}
Michael: The 3D printing technology could be used in construction, engineering, biomedicine, and many other fields. It can print anything, a house, a car, even a liver!
Lucas: That can’t be true. I will never believe this.
Michael:{A; B; C; D; E}.All these will be absolutely carried out by 3D printers. There’s a company called Natural Machines has introduced a 3D printer for food producing.
Lucas: I guess that there are a lot of procedures involved in this process. So this printer must be very big.
Michael:{A; B; C; D; E}. It can print all kinds of dessert and starter.
Lucas: Is it expensive？
Michael:{A; B; C; D; E}.
A. It is about $.1,000
B. Maybe its functions are questionable
C. It is really true.
D. What are the main functions of it？
E. In fact, it is as big as an oven

Carly Fiorina, Hewlett-Packard's chief executive, came out fighting on November 14th. In a conference call with analysts, she announced better-than-expected quarterly results, even though profits were down. Ms Fiorina also reiterated why she believes her $24 billion plan to acquire Compaq is the best way forward for HP, despite objections by Hewlett and Packard family members. Last week Walter Hewlett, whose father co-founded the company, expressed concern that the merger would increase HP's exposure to the shrinking PC market and would distract managers from the more important task of navigating through the recession.
There are two ways to defend the deal. One is to point out its advantages, which is what Ms Fiorina did this week. Merging with Compaq, she said, would enable HP to reach its goals faster than it could on its own. The deal would improve HP's position in key markets such as storage and high-end computing, as well as the economics of its PC business. It would double the size of HP's sales force and broaden its customer base, providing more potential clients for its services and consulting arms. It would improve cashflow, margins and efficiency by adding "breadth and depth" to HP. "Having spent the last several months planning the integration of these two companies, we are even more convinced of the power of this combination," Ms Fiorina concluded.
It sounds too good to be true, and it almost certainly is. But the other way to defend the deal is to point out that, even if it was a bad idea to start with, abandoning it could be even worse—a view that, unsurprisingly, Ms Fiorina chose not to advance, but is being quietly put forward by the deal's supporters.
Scrapping the merger would be extremely painful for a number of reasons. Since the executive teams of both firms have committed themselves to the deal, they would be utterly discredited if it fell apart, and would probably have to go. Under the terms of the merger agreement, HP might have to pay Compaq as much as $675m if it backed out. The two firms would be considerably weakened; they would also be rivals again, despite having shared confidential technical and marketing information with each other over the past few months. In short, it would all be horribly messy. What can be done to save the deal？ Part of the problem is that HP has no plan B. "They need a brand-recovery effort immediately," says one industry analyst. HP must give the impression that it is strong and vital, rather than desperate, and that its future is not dependent on the deal going forward. That could make the merger look more attractive and bring investors back on board.
This week's results will certainly help. The David and Lucile Packard Foundation, which owns just over one-tenth of HP's shares, will decide whether to back the merger in the next few weeks, and HP's shareholders are to vote on it early next year. The more credible HP's plan B, the less likely it is that it will be needed.
What is Ms Fiorina's attitude toward the merging of HP and Compaq？
A．Reserved consent.
B．Strong disapproval.
C．Enthusiastic support.
D．Slight contempt.

Why do you think company employees ignored the red flags？ How could such behavior. be changed in the future？

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After talking with the manager of the company, he could not insist on his () opinion.

Even if she（）there,Margaret could not have done anything either.

Now elsewhere in the world, Iceland may be spoken of, somewhat breathlessly, as western Europe's last pristine wildness. But the environmental awareness that is sweeping the world had bypassed the majority of Icelanders. Certainly they were connected to their land, the way one is complicatedly connected to, or encumbered by, family one can't do anything about. But the truth is, once you're off the beaten paths of the low-lying coastal areas where everyone lives, the roads are few, and they're all bad, so Iceland's natural wonders have been out of reach and unknown even to its own inhabitants. For them the land has always just been there, something that had to be dealt with and, if possible, exploited—the mind-set being one of land as commodity rather than land as, well, priceless art on the scale of the " Mona Lisa".
When the opportunity arose in 2003 for the national power company to enter into a 40-year contract with the American aluminum company Alcoa to supply hydroelectric power for a new smelter （冶炼厂）, those who had been dreaming of something like this for decades jumped at it and never looked back. Iceland may at the moment be one of the world's richest countries, with a 99 percent literacy rate and long life expectancy. But the project's advocates, some of them getting on in years, were more emotionally attuned to be the country's century upon century of want, hardship, and colonial servitude to Denmark, which officially ended only in 1944 and whose psychological imprint remained relatively fresh. For the longest time, life here had meant little more than a hut, dark all winter, cold, no hope, children dying left and right, earthquakes, plagues, starvation, volcanoes erupting and destroying all vegetation and livestock, all spirit— a world revolving almost entirely around the welfare of one's sheep and, later, on how good the cod catch was. In the outlying regions, it still largely does.
Ostensibly, the Alcoa project was intended to save one of these dying regions— the remote and sparsely populated east— where the way of life had steadily declined to a point of desperation and gloom. After fishing quotas were imposed in the early 1980s to protect fish stocks, many individual boat owners sold their allotments or gave them away, fishing rights ended up mostly in the hands of a few companies and small fishermen were virtually wiped out. Technological advances drained away even more jobs previously done by human hands, and the people were seeing everything they had worked for all their lives turn up worthless and their children move away. With the old way of life doomed, aluminum projects like this one had come to be perceived, wisely or not, as a last chance. "Smelter or death."
The contract with Alcoa would infuse the region with foreign capital, an estimated 400 jobs, and spin-off service industries. It also was a way for Iceland to develop expertise that potentially could be sold to the rest of the world; diversify an economy historically dependent on fish; and, in an appealing display of Icelandic can-do verse, perhaps even protect all of Iceland, once and for all, from the unpredictability of life itself.
" We have to live," Halldor Asgrimsson said. Halldor, a former prime minister and longtime member of parliament from the region, was a driving force behind the project. "We have a right to live. "
According to the passage, most Icelanders view land as something of______.
A．environmental value
B．commercial value
C．potential value for tourism
D．great value for livelihood

The Wall Street Journal and other business periodicals often carry report of companies that have not met their sales or profit forecasts, What are some reasons a company might not meet is forecasts？ What suggestions could you make improving the effectiveness of forecasting？

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Lucy realized that many of these questions were hard______ , and perhaps some even could not be answered at all.
A、to answer
B、to be answered
C、answering
D、for answer

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&8226;Read the article below about the body shop.&8226;Choose the best sentence to fill in
&8226;Read the article below about the body shop.
&8226;Choose the best sentence to fill in each of the gaps.
&8226;For each gap 8-12,mark one letter(A-G) on your Answer Sheet.
&8226;Do not use any letter more than once.
&8226;There is an example at the beginning(0).
The Body Shop--A New Kind of International Business
The Body Shop--good to its employees, its customers, the environment, worthy causes and the Third World--has pioneered a new kind of corporate culture, and made a great deal of money at the same time. When Anita Roddick, the founder of The Body Shop, is asked questions about her company, it is clear that she is passionate about the good work that The Body Shop does at the same time that it is a corporate business. Auckland businessman Roger Lampen of the job search Lampen Group Ltd says he's inspired by what he has read and heard about Roddick.
"Her level of passion and commitment is what's really required in business now," he says. (8) By all accounts, the huge British company, which makes and sells skin and hair-care products around the world, is
Good to employees: they are encouraged to have fun to challenge management, to put love where their labour is;
Good to customers: they can sample products with in-store "testers" and buy small bottles to start with; they are given information about ingredients; they are offered refills at a discount;
Good to the Third World: Anita Roddick, who runs the company, spends months each year traveling to remote regions to study the people's skin and hair care. (9)
Good to charities and worthy causes: Amnesty International, Romanian orphanages and the threatened rainforests of South America are among many beneficiaries of money, million-signature petitions, supplies, volunteers, membership sign-ups, shop-window campaigns;
Good to the environment: The Body Shop uses minimal packaging, recycles almost everything in sight and battles pollution. In one Body Shop paper-making business in Nepal, paper is made from water hyacinths that used to clog waterways, and from specially planted banana palms that have helped stop erosion and provide food. Residue from the paper-making is used to make pots for trans- planting much-needed trees. (10) .
While Roddick might say nasty things about some of the Body Shop shareholders--she loathes uncaring "speculators" who are just in for a quick profit--the company has certainly been good for their bank accounts. Since the shares were floated, in 1981, their price has increased almost 100--fold, says Fortune magazine. (11) Asked in a phone interview about how the Body Shop is likely to fare when Roddick retires, he says, "A couple of thousand years ago, you might have asked," What's going to happen to Christianity if Jesus Christ dies？ If Anita Roddick goes, the Body Shop could potentially become even stronger. The corporate culture is very strong." (12) Roddick gets angry about suspicious questioning "Anyone claiming to be altruistic is considered suspect." But, in a phone interview while she is visiting the Madison Avenue, New York, Body Shop, she gives some answers.
A But first let's look at what makes The Body Shop seem just too good to be true.
B One London stock analyst, John Richards of Country Natwest, even compares Roddick to Christ.
C All this, plus jobs and income!
D She has set up several Third World suppliers under a "Trade not Aid" policy;
E Still, no person and no business is perfect.
F Auckland businessman Roger Lampen of the job search Lampen Group Ltd says he's inspired by what he has read and heard about Roddick.
G But each year we're slowly getting better.
(8)


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