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Analysts have their go at humor, and I have read some of this interpretative literature, （

Analysts have their go at humor, and I have read some of this interpretative literature, (1)_____ without being greatly instructed. Humor can be (2)_____, (3)_____ a frog can, but the thing dies in the process and the innards are (4)_____ to any but the pure scientific mind.

One of the things (5)_____ said about humorists is that they are really very sad people-clowns with a breaking heart. There is some truth in it, but it is badly (6)_____. It would be more (7)_____, I think, to say that there is a deep vein of melancholy running through everyone's life and that the humorist, perhaps more (8)_____ of it than some others, compensates for it actively and (9)_____. Humorists fatten on troubles. They have always made trouble (10)_____. They struggle along with a good will and endure pain (11)_____, knowing how well it will (12)_____ them in the sweet by and by. You find them wrestling with foreign languages, fighting folding ironing boards and swollen drainpipes, suffering the terrible

(13)_____ of tight boots. They pour out their sorrows profitably, in a (14)_____ of what is not quite fiction nor quite fact either. Beneath the sparking surface of these dilemmas flows the strong (15)_____ of human woe.

Practically everyone is a manic depressive of sorts, with his up moments and his down moments, and you certainly don't have to be a humorist to (16)_____ the sadness of situation and mood. But there is often a rather fine line between laughing and crying, and if a humorous piece of writing brings a person to the point (17)_____ his emotional responses are untrustworthy and seem likely to break over into the opposite realm, it is (18)_____ humor, like poetry, has an extra content, it plays (19)_____ to the big hot fire which is Truth, and sometimes the reader feels the (20)_____.

A．while

B．although

C．but

D．if

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更多“Analysts have their go at humo…”相关的问题

第1题

听力原文：Governments from Singapore to South Korea are increasingly lifting restrictions o

n gambling. But gamblers do not have to wait for new casinos to open to place their bets: They can just use their mobile phones. Telecommunications analysts predict that Asia will catch up soon. British Informa, a telecom and media consulting company, forecasts that close to 100 million people in the Asia-Pacific region will use mobile phones to place bets in 2010, half of the users globally. The mobile gambling market in Asia is still limited by the lack of suitable phones. Another obstacle for gaming operators is the unclear legal situation in many places.

What is one of the main reasons that restrict the mobile gambling market in Asia？

A．Restrictions from the governments.

B．The technological restrictions.

C．The unclear situation of mobile gambling.

D．The insufficient number of gaming operators.

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第2题

Part ADirections: Read the following four texts. Answer the questions below each text by c

Part A

Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)

Retailers are looking at bigger sales numbers for digital television sets this Christmas sea son, boosting the spirits of federal regulators and the industry. Government and industry analysts alike have worried that this nation of TV viewers is shifting its gaze too slowly to digital from old-fashioned analog sets.

Yet almost 7 million digital television, or DTV, sets will be sold this year, according to the Consumer Electronics Association, a trade group for manufacturers and retailers. Roughly 3 million of these sets will be sold during the last three months of the year.

Independent groups also predict a big sales spike.

Homes in the United States will have 12.1 million high-definition or HDTV sets—the most sophisticated form. of DTV sets—by the end of the year, compared with 7 million at the end of 2003, according to the Yankee Group, a Boston technology research outfit.

HDTVs have accounted for the vast majority of about 13 million digital televisions sold since the fall of 1998.

"The numbers are very encouraging. We believe consumers are embracing this technology," says Jenny Miller, the Consumer Electronics Association's spokeswoman.

A boost in sales of digital televisions will be welcome news for major retailers anxiously watching the Christmas shopping season that began yesterday. Many national retailers lured customers into their stores with extra-early hours and deep discounts.

DTV sets still sell behind traditional analog sets. Almost 22 million analog sets are expected to be sold this year, outpacing even the rosiest predictions for DTV sales.

Until recently, consumers who wanted to buy DTV experienced sticker shock. When the sets first reached the market in the late 1990s, they cost several thousand dollars, turning off many consumers.

Now, prices for basic DTV sets generally start at about $500. HDTV sets offer the best-quality picture and sound and can cost as much as $15,000, according to Consumer Reports, published by the nonprofit Consumers Union advocacy group.

"You're talking about a couple of hundred dollars at the very least, unless you go for a flat panel or plasma screen, in which case you're talking thousands of dollars," says Aditya Kishore, senior analyst for the Yankee Group.

In addition to falling prices, analysts credit the sales boost for DTV to an increase in the number of programs broadcast in digitally compatible "high definition" as well as a government-led consumer education campaign.

From the beginning of the text, we can learn that

A．the country has popularly accepted digital TVs.

B．the retailers have a bad sale of DTVs except Christmas.

C．the viewers still pay more money on old-fashioned TV sets.

D．the government and industry are upset by the present market situation of DTVs.

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第3题

The homeless make up a growing percentage of America's population. 【B1】 homelessness has r

eached such proportions that local government can't possibly 【B2】.To help homeless people 【B3】 independence, the federal government must support job training programs, 【B4】 the minimum wage, and fund more low-cost housing. 【B5】 everyone agrees on the numbers of Americans who are homeless. Estimates 【B6】 anywhere from 600,000 to 3 million. 【B7】 the figure may vary, analysts do agree on another matter: that the number of the homeless is 【B8】 , one of the federal government's studies 【B9】 that the number of the homeless will reach nearly 19 million by the end of this decade.

Finding ways to 【B10】 this growing homeless population has become increasingly difficult. 【B11】 when homeless individuals manage to find a 【B12】 that will give them three meals a day and a place to sleep at night, a good number still spend the bulk of each day 【B13】 the street. Part of the problem is that many homeless adults are addicted to alcohol or drugs. And a significant number of the homeless have serious mental disorders. Many others, 【B14】 not addicted or men tally ill, simply lack the everyday 【B15】 skills needed to turn their lives 【B16】 . Boston Globe reporter Chris Reidy notes that the situation will improve only when there are 【B17】 programs that address the many needs of the homeless. 【B18】 Edward Blotkowsk, director of community service at Bentley College in Massachusetts, 【B19】 it. "There has to be 【B20】 of programs. What we need is a package deal".

【B1】

A．Indeed

B．Likewise

C．Therefore

D．Furthermore

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第4题

The growth of cell phone users in the U.S. has tapered off from the breakneck pace of 50%

annually in the late 1990s to what analysts project will be a 15% to 20% rise in 2002, and no more than that in 2003. To some extent, numerous surveys have found, slower growth in demand reflects consumer disillusionment with just about every aspect of cell-phone service—its reliability, quality, and notorious customer service.

The cooling off in demand threatens to cascade through the industry: The big six U.S. cell-phone carriers—Verizon Wireless, Cingular Wireless, AT＆T Wireless, Sprint PCS, Voice Stream, and Nextel Communications—are engaged in a fierce price war that imperils their timetables for becoming profitable, not to mention their efforts to whittle down their mountains of debt. As the carriers have begun to cut costs wireless equipment makers—companies such as Lucent, Nokia, and Ericsson have been left with a market that's bound to be smaller than they had anticipated. Handset makers have been insulated so far, but they, too face a nagging uncertainty. They'll soon introduce advanced phones to the U.S. market that will run on the new networks the carriers are starting up over the next year or two. But the question then will be: Will Americans embrace these snazzy data features and their higher costs—with the wild enthusiasm that Europeans and Asians have？

Long before the outcome in clear, the industry will have to adopt a new mind-set. "In the old days, it was all about connectivity." says Andrew Cole, an analyst with wireless consultancy Adventist. Build the network, and customers will come. From now on, the stakes will be higher. The new mantra: Please customers, or you may not survive.

To work their way out of this box, the carriers are spending huge sums to address the problem. Much of Sprint PCS's $3.4 billion in capital outlays this year will be for new stations. And in fact, the new high-speed, high-capacity nationwide networks due to roll out later this year should help ease the calling capacity crunch that has caused many consumer complaints. In the meantime, some companies are using better training and organization to keep customers happy. The nation's largest rural operator, Alltel (AT), recently reorganized its call centers so that a customer's query goes to the first operator who's available anywhere in the country, instead of the first one available in the customer's home area. That should cut waiting time to one minute from three to five minutes previously.

What is the text mainly about？

A．The bad service in the U.S. cell-phone industry.

B．The crisis in the U.S. cell phone industry.

C．The conflicts among cell-phone companies in the U.S.

D．The price of the U.S. cell-phone industry.

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第5题

On Mar. 14, when Wal-Mart Stores Inc. announced its first foray into Japan, the Bentonvill

e (Ark.) retailing giant placed a big bet that it could succeed where countless other foreign companies have failed. In the past five years, a number of famous Western brands have been forced to close up shop after failing to catch on in Japan, one of the world's largest—but most variable—consumer markets.

May Wal-Mart make a go of it where others have stumbled？ One good sign is that the mass marketer is not rushing in blindly. It has taken an initial 6.1% stake in ailing food-and-clothing chain Seiyu Ltd., which it can raise to a controlling 33.4% by yearend and to 66.7% by 2007. That gives Wal-Mart time to revise its strategy—or run for the exits.

The question is whether Wal-Mart can apply the lessons it has learned in other parts of Asia to Japan. This, after all, is a nation of notoriously finicky consumers—who have become even more so since Japan slipped into a decade-long slump. How will Wal-Mart bring to bear its legendary cost-cutting savvy in a market already affected by falling prices？ Analysts are understandably skeptical. "It is uncertain whether Wal-Mart's business models will be effective in Japan," Standard Poor's said in a Mar.18 report.

Much depends on whether Seiyu turns out to be a good partner. The 39-year-old retailer is a member of the reputed Seibu Saison retail group that fell on hard times in the early '90s. It also has deep ties to trading house Sumitomo Corp. which will take a 15% stake in the venture with Wal-Mart. Perhaps the best thing that can be said of Seiyu's 400-odd stores is that they're not as deeply troubled as other local retailers. Still, there's a gaping chasm between the two corporate cultures. "We've never been known for cheap everyday pricing," says a Seiyu spokesman. Another potential problem is Sumitomo, which may not want to lean on suppliers to the extent that Wal-Mart routinely does.

The clock is ticking. Wal-Mart executives say they need several months to "study" the deal with Seiyu before acting on it, but in the meantime a new wave of hyper-competitive Japanese and foreign rivals are carving up the market. If Wal-Mart succeeds, it will reduce its reliance on its home market even further and—who knows？—it may even revolutionize Japanese retailing in the same way it has in the U.S.

We can learn from the beginning of the text that Wal-Mart Stores Inc. will

A．revolutionize Japanese retailing.

B．tap most potential consumer markets in Japan.

C．combine and become bigger.

D．withdraw from consumer markets in Japan.

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第6题

Judging by the $23 billion it earned last year, these should be the best of times for Shel

l, the Anglo-Dutch energy giant that ranks third among the top five Western oil companies. But Wall Street isn't celebrating. Instead, analysts are worried that buried beneath the record profit figures are worrying signs of a business in decline.

That's because Shell hasn't been able to find nearly as much oil and gas as it's now pumping out of the ground. In fact, it hasn't even come close—replacing only 60% to 70% of what it produced in 2005 and only 19% in 2004. Shell has had reserve problems for years—a controversy over improperly booked assets forced it to reduce estimated reserves by roughly 30% and led to the resignation of its CEO, Phil Watts, in 2004. But what's troubling now is that Shell is falling way behind rivals like Exxon and BP despite spending billions more each year on exploring and drilling new wells. Last year Exxon replaced 112% of production; BP came up with 95%. "I have never seen anything like this," says Fadel Gheit, a veteran energy analyst with Oppenheimer & Co. "Shell used to represent the gold standard in this industry, but lately they can't get their act together."

To be sure, Shell still has huge assets—nearly 12 billion barrels. But in the oil and gas industry, reserve replacement is the best guide to whether a company will be able to maintain-or grow-production in the future. So not replacing what you pump, says longtime industry observer Matthew Simmons, "is like eating your seed corn. If you're not finding new oil, you're just liquidating what you've got." Indeed, Shell's daily production figures have been weak lately, falling 6.7 % in 2005, to 3.52 million barrels a day.

Privately, Shell execs say the company's decision to cut spending for exploration when oil prices bottomed out in the late 1990s is partly to blame for the anemic numbers now. Shell CEO Jeroen Vander Veer insists that projects like those on Sakhalin Island off Siberia and in Nigeria and the Gulf of Mexico will enable the company to start catching up with peers in the years ahead. It won't be easy. "If you're not adding to reserves, you have a problem," says Sanford Bernstein analyst Oswald Clint. "Shell will have to run twice as hard just to stay in place."

According to the passage, the decline of Shell

A．is a hidden process.

B．is caused by the profit last year.

C．is the estimation of Wall Street.

D．is the fault of the CEO.

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第7题

According to the text, many analysts' attitude toward the possession of Skype by eBay is _

_____.

A．supportive

B．persuasive

C．approval

D．negative

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第8题

Barbie is going through a midlife crisis. After （1)_____ with longtime boyfriend Ken earli

Barbie is going through a midlife crisis. After (1)_____ with longtime boyfriend Ken earlier this year, she has (2)_____ refuge in shopping, surfing, bubble baths and partying with a crew of trendy pals on the beach in Jamaica. At 45, she even made a (3)_____ for the White House.

Then there was the makeover: a new. (4)_____ of Paul Frank fashions, her own fragrance, a new musical and a new man-spiky-haired Australian surfer Blaine.

But, she (5)_____ is going through a crisis, one that started at the cash register. (6)_____ the Barbie brand as a whole (7)_____ $3.6 billion in global retail sales this year, according to manufacturer Mattel Inc., Barbie has (8)_____ sales slide over the past seven quarters. In the past few years, rivals (9)_____ the edgier Bratz have upstaged the iconic doll.

To re-energize its flagship brand, the world's largest toy maker set out to (10)_____ Barbie and her pals in a (11)_____ of books, magazines and animated films, hoping the story lines would (12)_____ sales of the doll and her trove of accessories.

For girls ages 6 to 9, Mattel crafted stories with preteen scenarios—dance parties, dating and shopping. Barbie's look now (13)_____ reflects current fashion trends. Mattel signed diva Hilary Duff to (14)_____ the brand.

"She's the 'It' girl for the Barbie set," said Chris Byrne, an independent toy consultant and editor of the Toy Report.

Mattel is (15)_____ the story-line concept to new and existing doll lines across Barbie's (16)_____, though only about two-thirds of the new toys will be in stores this year, with the (17)_____ arriving in 2005.

"We need to make progress in regaining the confidence of retailers, and that (18)_____ time," Robert A. Eckert, Mattel's chairman and chief executive, told Wall Street analysts last month.

Perhaps a bigger (19)_____ for Mattel is persuading parents and children that Barbie is cool. That cachet has eluded the brand in recent years, particularly among older girls, many of whom either have lost interest in dolls or (20)_____ Bratz.

A．dividing

B．bursting

C．splitting

D．cracking

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第9题

You cannot buy Prada shoes on Prada.com. In fact, there are no working links on the Web si

te. This is not a technical disorder. Since the late' 9Os, the site has been a single page, with only the name of the Italian fashion house and two photographs. No store locations or help numbers. Nothing. "I love Prada," ponders Nina Dietzel, president of Web-design company 300FeetOut. "But what's up with their 'site'？"

Prada claims a new Web site is "under development." But having a mysteriously useless home page, it admits, has an allure. It screams exclusivity: you can see, but you can't click. It's a uniquely Prada solution to this riddle: how to make your luxury brand work on the Internet without diminishing its value. In a sense, the Internet is antithetical to the "high touch" luxury experience. There is no indulgence by sales staff, and customers have come to see the Net as a path to cheap prices, not top-dollar goods. There's no velvet rope: anyone can place an order, or set up shop. That's why Prada strives to maintain the link between its name and the extravagant experience of shopping at stores like its $40 million New York flagship, designed by Rem Koolhaas.

Unlike Prada, most luxury companies can't afford to ignore the Web: in the United States, ecommerce accounted for $2.5 billion in luxury sales. That figure is expected to grow to $7 billion by 2010, says Forrester Research. It's still a small fraction of the total market compared to other retail sectors, but five years ago analysts said there was "no way" luxury would sell online. They were betting customers wouldn't pay that much on the Web, and top brands wouldn't go slumming in this bargain basement. One of the first high-end luxury retailers, Ashford. com, had many well-publicized struggles, with its stock dropping to near rock bottom in 2001.

Companies like Neiman Marcus that have strong catalog sales have made the transition to the Web more easily; online sales are the company's fastest-growing source of revenue. Swiss watchmakers Breitling and Patek Philippe have taken another tack with Web sites that offer only information, not sales. Breitling director of marketing Ben Balmer says a luxury brand needs to offer "a buying experience" that only a well-run store can provide. However, he notes that since 2002, it has presented 30 percent fewer catalogs in the United States, and seen sales rise more than 35 percent, thanks to exposure on the Internet. Prada may not need a working Web site after all.

In the first paragraph, the internet of Prada is mentioned to

A．stress the importance of Web Site.

B．emphasize the peculiarity of Prada.

C．introduce the topic of online sale.

D．solve the doubt of Nina Dietzel.

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第10题

Part ADirections: Read the following four texts. Answer the questions below each text by c

Part A

Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)

On Mar. 14th, when Wal-Mart Stores Inc. announced its first foray into Japan, the Bentonville (Ark.) retailing giant placed a big bet that it could succeed where countless other foreign companies have failed. In the past five years, a number of famous Western brands have been forced to close up shop after failing to catch on in Japan, one of the world's largest—but most variable—consumer markets.

May Wal-Mart make a go of it where others have stumbled？ One good sign is that the mass marketer is not rushing in blindly. It has taken an initial 6.1% stake in ailing food-and-clothing chain Seiyu Ltd., which it can raise to a controlling 33.4% by year end and to 66.7% by 2007. That gives Wal-Mart time to revise its strategy or run for the exits.

The question is whether Wal-Mart can apply the lessons it has learned. in other parts of Asia to Japan. This, after all, is a nation of notoriously finicky consumers—who have become even more so since Japan slipped into a decade-long slump. How will Wal-Mart bring to bear its legendary cost-cutting savvy in a market already affected by falling prices？ Analysts are understandably skeptical. "It is uncertain whether Wal-Mart's business models will be effective in Japan," Standard & Poor's said in a Mar. 18th report.

Much depends on whether Seiyu turns out to be a good partner. The 39-year-old retailer is a member of the reputed Seibu Saison retail group that fell on hard times in the early 1990s. It also has deep ties to trading house Sumitomo Corp., which will take a 15% stake in the venture with Wal-Mart. Perhaps the best thing that can be said of Seiyu's 400odd stores is that they're not as deeply troubled as other local retailers. Still, there's a gaping chasm between the two corporate cultures. "We've never been known for cheap everyday pricing," says a Seiyu spokesman. Another potential problem is Sumitomo, which may not want to lean on suppliers to the extent that Wal-Mart routinely does.

The clock is ticking. Wal-Mart executives say they need several months to "study" the deal with Seiyu before acting on it, but in the meantime a new wave of hyper-competitive Japanese and foreign rivals are carving up the market. If Wal-Mart succeeds, it will reduce its reliance on its home market even further and—who knows？—it may even revolutionize Japanese retailing in the same way it has in the U.S.

We can learn from the beginning of the text that Wal-Mart Stores Inc. will

A．revolutionize Japanese retailing.

B．tap most potential consumer markets in Japan.

C．combine and become bigger.

D．withdraw from consumer markets in Japan.

点击查看答案

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