Although domestic sales fell, there was a rise in foreign sales, and this led to a slight

If AD shifts to the right to adapt to oil shocks from OPEC, then ______.

A．P and GDP will remain normal automatically.

B．GDP may be unchanged although P will rise.

C．GDP will rise and P will drop.

D．the domestic P of oil will drop.

听力原文： The very success of satellite communications systems has raised widespread concern about their future. Some countries are already using satellites for domestic communications in place of conventional telephone lines on land. Although this technique is extremely useful for linking widely scattered villages in remote or mountainous regions, in heavily built-up areas where extensive telephone and telegraph systems already exist, domestic satellites are seen by the land-line networks as unfair competition. Despite such opposition, domestic satellites are gaining support from many businesses and public interest groups in the United States and seem likely to be more widely utilized in the future.

(30)

A．They can be built to be very light.

B．They are inexpensive to operate.

C．They can be directed by remote control.

D．They easily connect distant points.

Domestic Violence

Nearly three in 10 men have experiencedviolence at the hands of an intimate partner during their lifetimes, according (51) one of the few studies to lookat domestic violence and health among men.

"Many men actually do _ (52) domestic violence, although wedon't hear about it often." Dr. Robert J. Reid of the University of Washingtonin Seattle, one of the study's authors, told Reuters Health. "They oftendon't (53) and we don'task. We want to get the message out to men who do experience domestic violence _ (54) they are not alone and there areresources available to them. '

The researchers asked study (55) about physical abuse (人身伤害) and non-physical abuse, such as (56) that made them fear for their safety,controlling behavior. and constant name-calling.

Among men 18 t0 54 years old, 14. 2percent said they had experienced intimate partner violence in the past fiveyears, _ _(57) 6. 1 percentreported domestic violence in the previous year.

Rates were lower for men 55 and older ,with5. 3 percent (58) violence inthe past five years and 2. 4 percent having experienced it in the past 12months. (59) , 30. 5 percentof men younger than 55 and 26. 5 percent of older men said they had been _(60) of domestic violence at somepoint in their lives. About half of the _ (61) the men experienced wasphysical.

However, the physical violence menreported wasn't as harsh as that (62) by women in a previous study; 20percent t0 40 percent of the men rated (63) as severe, compared with 61 percent of women.

Men who reported experiencing domesticviolence had more emotional and mental health _ (64) than those who had not, _ (65) older men, the researchersfound.

A.opened

B.occurred

C.opposed

D.operated

g their lifetimes, according to one of the few studies to look (51) domestic violence and health among men.

"Many men actually do experience domestic violence, although we don't hear about it (52) ," Dr. Robert J. Reid of the University of Washington in Seattle, one of the authors, told Reuters Health. "They often don' t tell (53) we don' t ask. We want to get the message out to men who (54) experience domestic violence that they are not alone and there are resources available to (55). "

The researchers asked study participants about physical abuse and non-physical (56) such as threats that made them (57) for their safety, controlling behavior. (for example, being told who they could associate with and where they could go), and constant name-calling.

Among men 18 to 54 years old, 14.2 percent said they had experienced intimate partner (58) in the past five years, while 6. 1 percent reported domestic violence in the previous year.

Rates were lower for men 55 and (59) , with 5.3 percent reporting violence in the past five years and 2.4 percent having experienced it in the past 12 months.

Overall, 30.5 percent of men younger than 55 and 26.5 percent of older men said they had been victims of_(60) violence at some point in their lives. About half of the violence the men (61) was physical.

However, the physical violence men reported wasn't as harsh as (62) suffered by women in a previous study; 20 percent to 40 percent of the men rated it as severe, compared to 61 percent of (63) .

Men who reported experiencing domestic violence had more emotional and mental problems (64) those who had not, especially older men, the (65) found.

51. A. by

B. at

C. on

D. for

Men Too May Suffer from Domestic Violence

Nearly three in 10 men have experienced violence at the hands of an intimate partner during their lifetimes, according to one of the few studies to look(51)domestic violence and health among men.

"Many men actually do experience domestic violence, although we don't hear about it(52)," Dr. Robert J. Reid of the University of Washington in Seattle, one of the study's authors, told Reuters Health. "They often don't tell(53)we don't ask. We want to get the message out to men who(54)experience domestic violence that they are not alone and there are resources available to(55)."

The researchers asked study participants about physical abuse and non-physical(56)such as threats that made them(57)for their safety, controlling behavior. (for example, being told who they could associate with and where they could go), and constant name-calling.

Among men 18 to 54 years old, 14.2 percent said they had experienced intimate partner(58)in the past five years, while 6.1 percent reported domestic violence in the previous year.

Rates were lower for men 55 and(59), with 5.3 percent reporting violence in the past five years and 2.4 percent having experienced it in the past 12 months.

Overall, 30. 5 percent of men younger than 55 and 26.5 percent of older men said they had been victims of(60)violence at some point in their lives. About half of the violence the men(61)was physical.

However, the physical violence men reported wasn't as harsh as(62)suffered by women in a previous study; 20 percent to 40 percent of the men rated it as severe, compared to 61 percent of(63).

Men who reported experiencing domestic violence had more emotional and mental health problems(64)those who had not, especially older men, the(65)found.

A．by

B．at

C．on

D．for

Some day there will be a robot that takes the drudgery (苦工,单调沉闷的工作) out of housework—and even cleans windows, but how soon such a robot will emerge is anybodys guess. Mr. Joseph Engelberger, President of Unimation, Inc. , which makes industrial robots, says a workable domestic robot might take shape by the late 1980s, but Mr. Ben Skora, an amateur robot builder now working on his second creation, predicts household robots in about fifty years, and the Director of Stanford Universitys Artificial Intelligence Laboratory, Dr. John McCarthy, says domestic robots are anywhere from five to five hundred years away. Although robots are already widely used in industry—from welding (焊接) car parts to handling explosives—the gap between the industrial robot and a domestic one is great, according to Dr. McCarthy. Closing the gap will require an intellectual break-through. "Take the task of clearing the table and washing the dishes," he suggested. "The robots will have to be able to discriminate between rubbish and dishes that should be washed and, meanwhile, not trip over the dog or baby on the floor on its way to the dishwasher. " He said that the robot, which he defines as a general purpose physical action machine that is automatically controlled, probably will not end up looking anything like a human being. Instead the robot might have a central "brain" that controls a whole army of bodies, like a staff of servants, each assigned to a specific duty. Mr. Engelberger thinks the domestic robot is right around in corner, just waiting for an economic boost to help it over the remaining technological hurdles. He expects the household robot to be modeled after an industrial forebear (祖先). "But the person who wants a robot will have to build this world around it," Mr. Engelberger said. For example, a fellow building a house might spend twenty-five per cent more to have it "robotized". Such a "robotized" house probably would have to be free of stairs and other encumbrances (障碍物) that could trip a near-sighted robot, would provide special sockets (插座) for it to plug into, and would contain a "pantry" (餐具室) where the robots brain and tools would be stored. He added that the robot would probably have to use (by means of a sophisticated TV camera) and have a sense of touch to do housework. It could even be programmed for some superhuman tasks, such as acting as a smoke-detector that would alert a family to a fire and then fight it.

The day domestic robots come into being is______.

A．coming very soon

B．definite

C．impossible

D．uncertain

is flying on one engine" to describe its excessive reliance on American demand. Now growth seems to be becoming more even at last: Europe and Japan are revving up, as are most emerging economies. As a result, if the American engine stalls, the global aeroplane will not necessarily crash.

American consumers have been the main engine not just of their own economy but of the whole world's. If that engine fails, will the global economy nose-dive？ A few years ago, the answer would probably have been yes. But the global economy may now be less vulnerable. At the World Economic Forum in Davos last week, Jim O'Neill, the chief economist at Goldman Sachs, argued convincingly that a slowdown in America need not lead to a significant global loss of power.

Start with Japan, where industrial output jumped by an annual rate of 11% in the fourth quarter. Goldman Sachs has raised its GDP growth forecast for that quarter (the official number is due on February 17th) to an annualised 4.2%. That would push year-on-year growth to 3.9%, well ahead of America's 3.1%. The bank predicts average GDP growth in Japan this year of 2.7%. It thinks strong demand within Asia will partly offset an American slowdown.

Japan's labour market is also strengthening. In December the ratio of vacancies to job applicants rose to its highest since 1992. It is easier to find a job now than at any time since the bubble burst in the early 1990s. Stronger hiring by firms is also pushing up wages after years of decline. Workers are enjoying the biggest rise in bonuses for over a decade.

Higher incomes mean more spending: households spent 3.2% more in December than a year earlier. And according to Richard Jerram, of Macquarie Bank, retail sales rose in 2005 for the first full year since 1996. In other words, Japan's growth is becoming much less dependent on exports. The disappearance of deflation has also reduced real interest rates, giving further support to domestic demand.

Even the euro area is emerging from the doldrums. In Germany in particular, vigorous corporate restructuring has boosted productivity and profits. So far, however, this has been at the expense of jobs and wages, and hence of consumer spending—although with capital expenditure picking up, new hiring is likely to follow. Mr O'Neill suggests that Germany is where Japan was 18 months ago.

The Ifo survey of German business confidence also indicates that the recovery is spreading to consumers. Retailers' confidence in January rose to its highest for five years. The expectations component of the overall survey rose to its highest since November 1994. If the traditional relationship between Ifo's business-confidence index and GDP growth holds, then Germany's economy could grow this year by much more than most economists are forecasting.

For the first time in many years, Germany's domestic demand looks set to contribute more to growth in 2006 than its net exports will. Elsewhere in the euro area, domestic demand has been the main source of growth in any case. According to Morgan Stanley, since 1999 it has supplied 95% of the zone's GDP growth. These economies are therefore more resistant to external shocks than is generally thought.

Although Germany is leading the pack, businesses throughout the euro area are feeling perkier. The European Commission's survey of business sentiment rose healthily in January, to a level that could signal GDP growth of well above the consensus forecast of 2% for this year.

Alongside stronger domestic demand in Europe and Japan, emerging economies are also tipped to remain robust. These economies are popularly perceived as excessively export-dependent, flooding the world with cheap goods, but doing little to boost demand. Yet calculations by Goldman Sachs show that Brazil, Russia, India and China combined

A．Global growth is less lopsided than for many years

B．a comparison of economies of the three engines of the global airplane.

C．America's impact on the world's economy

D．The three economy's contribution to the world economy

•Read the article below about exporting and the questions.

•For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.

Problems Potential Exporters Are Facing

Many firms fail to succeed, because when they begin exporting they have not researched the target markets or developed an international marketing plum. To be successful, a firm must clearly define its goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objectives, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise. It may not be able to take this crucial first step without qualified outside guidance.

Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment.

Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter's trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent's reputation. A firm should therefore conduct a thorough evaluation of the distributor's facilities, the personnel handling its account, and the management methods employed.

Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms, too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive.

If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor's geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available.

Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.

In the first paragraph, the writer su

A．get professional advice.

B．study international marketing.

C．identify the most profitable markets.

D．have different objectives to other exporters.

？Read the article below about exporting and the questions on the opposite page.

？For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose.

PROBLEMS FACING POTENTIAL EXPORTERS

Many firms fail because when they begin exporting they have not researched the target markets or developed an international marketing plan. To be successful, a firm must clearly define goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objective, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise, it may not be able to take this crucial first step without qualified outside guidance.

Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment.

Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter's trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent's reputation. A firm should therefore conduct a thorough evaluation of the distributor's facilities, the personnel handling its account, and the management methods employed.

Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms: too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive.

If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor's geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available.

Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.

SXB##13

A．get professional advice.

B．study international marketing.

C．identify the most profitable markets.

D．have different objectives to other exporters.

Buick in China

The first Buick model off the line was just the beginning of General Motors' long march into the Chinese market. A total of 23,000 cars rolled out of the factory in 1999．This year, Shanghai GM Buick aims to produce 50,000 cars.

It is interesting to review the long negotiations with the Chinese government to set up Shanghai GM Buick. The biggest issue was who would supply the car parts and how the parts would get from the factory to the Buick plant.

A car is made up of more than 30,000 parts. Parts manufacturers in China don't have the technological know-how to make all the necessary parts. Therefore, at the beginning, about half the necessary parts will be shipped to Shanghai from North America. These parts are made at GM's Tillsonburg Ontario facility. The trains carry the parts over 3,000 miles to the Port of Vancouver. From Vancouver, the parts are shipped to Shanghai. All told, the door-to-door delivery time is 17 days. But there may be a 42-day delay between steel plates leaving the steel works in America and arriving in Shanghai. To prevent the long-distance shipping and delay, Shanghai GM Buick has asked Shanghai Baoshan steelworks to produce plates of similar quality.

"Imported car parts are our biggest headache," says Jay Hunt. "local suppliers are very responsive. " To our surprise, however, the cost of localized production is much higher than buying from overseas. The reason is that although labor costs are low in China, wages comprise only 20% of the cost of producing car parts. Small-scale production in China makes production costs very high. The deputy general manager, Laurence Zahner said, "Only if the price of domestic parts drops 30% shall we be able to qualify for the international market. "

Thankfully, a solution has appeared. Foreign car parts makers are coming to the Yangtse River Delta to set up joint ventures. Shanghai GM Buick will depend on those parts makers for car parts. Perhaps the Buick plant will not worry about the agreement with the Chinese partner any longer. The agreement says that in the first year of production, the Buick plant must have 42% of locally made parts, and in the second year, the locally made parts rise to 60%, and in the third year, 80%.

What was the biggest issue in the negotiation between the Chinese government and General Motors？

A．Annual production of cars.

B．The location of Shanghai GM Buick.

C．Car parts and their shipment.

D．The price of domestic car parts.