Text 3 Disruption may bc the buzzword in boardrooms,but the most striking feature of business today is not the overturning of the established order.It is the stabilisation of a group of superstar companies at the heart of the global economy.Some are emerging-market champions,like Samsung,which have seized the opportunities provided by globalisation.The elite of the elite are high-tech wizards-Google,Apple,Facebook and the rest-that have conjured up corporate empires from bits and bytes.The superstars are admirable in many ways.They churn out products that improve consumers'lives,from smarter smartphones to sharper televisions.They provide Americans and Europeans with an estimated$280 billion-worth of"free"services-such as search or directions-a year.But they have two big faults.They are squashing competition,and they are using the darker arts of management to stay ahead.Neither is easy to solve.But failing to do so risks a backlash which will be bad for everyone.Bulking up is a global trend.The annual number of mergers and acquisitions is more than twice what it was in the 1990s.But concentration is at its most worrying in America.The share of GDP generated by America's 100 biggest companies rose from about 33%in 1994 t0 46%in 2013.In the home of the entrepreneur,the number of startups js lower than it has been at any time since the 1970s.More firms are dying than being bom.Founders dream of selling their firms to one of the giants rather than of building their own titans.The weight of the superstars also reflects their excellence at less productive activities.About 30%of global foreign direct investment（FDl）flows through tax havens,big companies routinely use"transfer pricing"to pretend that profits generated in one part of the world are in fact made in another.None of this helps the image of big business.Paying tax seems to be unavoidable for individuals but optional for firms.Rules are unbending for citizens,and up for negotiation when it comes to companies.Nor do profits translate into jobs as once they did.In 1990 the top three carmakers in Detroit had a market capitalisation of$36 billion and l.2 million employees.In 2014 the top three firms in Silicon Valley,with a market capitalisation ofover$l trillion,had only 137,000 employees.So,by all means celebrate the astonishing achievements of today's superstar companies.But also watch them.The world needs a healthy dose of competition to keep today's giants on their toes and to give those in their shadow a chance to grow.It can be inferred that superstar companies_____A.offer free service across the worldB.are afraid of competition with rivalsC.impose dark management on employeesD.create a better world with high-tech products
Text 3 Disruption may bc the buzzword in boardrooms,but the most striking feature of business today is not the overturning of the established order.It is the stabilisation of a group of superstar companies at the heart of the global economy.Some are emerging-market champions,like Samsung,which have seized the opportunities provided by globalisation.The elite of the elite are high-tech wizards-Google,Apple,Facebook and the rest-that have conjured up corporate empires from bits and bytes.The superstars are admirable in many ways.They churn out products that improve consumers'lives,from smarter smartphones to sharper televisions.They provide Americans and Europeans with an estimated$280 billion-worth of"free"services-such as search or directions-a year.But they have two big faults.They are squashing competition,and they are using the darker arts of management to stay ahead.Neither is easy to solve.But failing to do so risks a backlash which will be bad for everyone.Bulking up is a global trend.The annual number of mergers and acquisitions is more than twice what it was in the 1990s.But concentration is at its most worrying in America.The share of GDP generated by America's 100 biggest companies rose from about 33%in 1994 t0 46%in 2013.In the home of the entrepreneur,the number of startups js lower than it has been at any time since the 1970s.More firms are dying than being bom.Founders dream of selling their firms to one of the giants rather than of building their own titans.The weight of the superstars also reflects their excellence at less productive activities.About 30%of global foreign direct investment（FDl）flows through tax havens,big companies routinely use"transfer pricing"to pretend that profits generated in one part of the world are in fact made in another.None of this helps the image of big business.Paying tax seems to be unavoidable for individuals but optional for firms.Rules are unbending for citizens,and up for negotiation when it comes to companies.Nor do profits translate into jobs as once they did.In 1990 the top three carmakers in Detroit had a market capitalisation of$36 billion and l.2 million employees.In 2014 the top three firms in Silicon Valley,with a market capitalisation ofover$l trillion,had only 137,000 employees.So,by all means celebrate the astonishing achievements of today's superstar companies.But also watch them.The world needs a healthy dose of competition to keep today's giants on their toes and to give those in their shadow a chance to grow.
It can be inferred that superstar companies_____
It can be inferred that superstar companies_____
A.offer free service across the world
B.are afraid of competition with rivals
C.impose dark management on employees
D.create a better world with high-tech products
B.are afraid of competition with rivals
C.impose dark management on employees
D.create a better world with high-tech products
参考解析
解析：推理判断题。根据定位词定位到第二段。该段论述超级明星企业的优点和缺点，“它们制造的产品改善消费者的生活”，故D项为正确选项。【干扰排除】第二段中，超级明星企业为欧美国家提供搜索和定位等免费服务，而不是针对全球客户，A项错误；超级明星企业会squashing competition（挤压竞争），而不是害怕竞争，B项错误；超级明星企业“利用更黑暗的管理技巧来保持领先”，但并未说明是针对员工的黑暗管理，而且从第三、四段可知是通过避税等方式．C项错误。
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Text 3 Disruption may bc the buzzword in boardrooms,but the most striking feature of business today is not the overturning of the established order.It is the stabilisation of a group of superstar companies at the heart of the global economy.Some are emerging-market champions,like Samsung,which have seized the opportunities provided by globalisation.The elite of the elite are high-tech wizards-Google,Apple,Facebook and the rest-that have conjured up corporate empires from bits and bytes.The superstars are admirable in many ways.They churn out products that improve consumers'lives,from smarter smartphones to sharper televisions.They provide Americans and Europeans with an estimated$280 billion-worth of"free"services-such as search or directions-a year.But they have two big faults.They are squashing competition,and they are using the darker arts of management to stay ahead.Neither is easy to solve.But failing to do so risks a backlash which will be bad for everyone.Bulking up is a global trend.The annual number of mergers and acquisitions is more than twice what it was in the 1990s.But concentration is at its most worrying in America.The share of GDP generated by America's 100 biggest companies rose from about 33%in 1994 t0 46%in 2013.In the home of the entrepreneur,the number of startups js lower than it has been at any time since the 1970s.More firms are dying than being bom.Founders dream of selling their firms to one of the giants rather than of building their own titans.The weight of the superstars also reflects their excellence at less productive activities.About 30%of global foreign direct investment（FDl）flows through tax havens,big companies routinely use"transfer pricing"to pretend that profits generated in one part of the world are in fact made in another.None of this helps the image of big business.Paying tax seems to be unavoidable for individuals but optional for firms.Rules are unbending for citizens,and up for negotiation when it comes to companies.Nor do profits translate into jobs as once they did.In 1990 the top three carmakers in Detroit had a market capitalisation of$36 billion and l.2 million employees.In 2014 the top three firms in Silicon Valley,with a market capitalisation ofover$l trillion,had only 137,000 employees.So,by all means celebrate the astonishing achievements of today's superstar companies.But also watch them.The world needs a healthy dose of competition to keep today's giants on their toes and to give those in their shadow a chance to grow.The decrease of new companies indicates_____A.they have rare chance to grow upB.giant companies will give founders moneyC.most GDP is generated by superstar companiesD.people prefer big companies than small ones
Text 3 Disruption may bc the buzzword in boardrooms,but the most striking feature of business today is not the overturning of the established order.It is the stabilisation of a group of superstar companies at the heart of the global economy.Some are emerging-market champions,like Samsung,which have seized the opportunities provided by globalisation.The elite of the elite are high-tech wizards-Google,Apple,Facebook and the rest-that have conjured up corporate empires from bits and bytes.The superstars are admirable in many ways.They churn out products that improve consumers'lives,from smarter smartphones to sharper televisions.They provide Americans and Europeans with an estimated$280 billion-worth of"free"services-such as search or directions-a year.But they have two big faults.They are squashing competition,and they are using the darker arts of management to stay ahead.Neither is easy to solve.But failing to do so risks a backlash which will be bad for everyone.Bulking up is a global trend.The annual number of mergers and acquisitions is more than twice what it was in the 1990s.But concentration is at its most worrying in America.The share of GDP generated by America's 100 biggest companies rose from about 33%in 1994 t0 46%in 2013.In the home of the entrepreneur,the number of startups js lower than it has been at any time since the 1970s.More firms are dying than being bom.Founders dream of selling their firms to one of the giants rather than of building their own titans.The weight of the superstars also reflects their excellence at less productive activities.About 30%of global foreign direct investment（FDl）flows through tax havens,big companies routinely use"transfer pricing"to pretend that profits generated in one part of the world are in fact made in another.None of this helps the image of big business.Paying tax seems to be unavoidable for individuals but optional for firms.Rules are unbending for citizens,and up for negotiation when it comes to companies.Nor do profits translate into jobs as once they did.In 1990 the top three carmakers in Detroit had a market capitalisation of$36 billion and l.2 million employees.In 2014 the top three firms in Silicon Valley,with a market capitalisation ofover$l trillion,had only 137,000 employees.So,by all means celebrate the astonishing achievements of today's superstar companies.But also watch them.The world needs a healthy dose of competition to keep today's giants on their toes and to give those in their shadow a chance to grow.The author's attitude towards superstar companies could be——A.supportiveB.criticalC.conservativeD.subjective
Text 3 Disruption may bc the buzzword in boardrooms,but the most striking feature of business today is not the overturning of the established order.It is the stabilisation of a group of superstar companies at the heart of the global economy.Some are emerging-market champions,like Samsung,which have seized the opportunities provided by globalisation.The elite of the elite are high-tech wizards-Google,Apple,Facebook and the rest-that have conjured up corporate empires from bits and bytes.The superstars are admirable in many ways.They churn out products that improve consumers'lives,from smarter smartphones to sharper televisions.They provide Americans and Europeans with an estimated$280 billion-worth of"free"services-such as search or directions-a year.But they have two big faults.They are squashing competition,and they are using the darker arts of management to stay ahead.Neither is easy to solve.But failing to do so risks a backlash which will be bad for everyone.Bulking up is a global trend.The annual number of mergers and acquisitions is more than twice what it was in the 1990s.But concentration is at its most worrying in America.The share of GDP generated by America's 100 biggest companies rose from about 33%in 1994 t0 46%in 2013.In the home of the entrepreneur,the number of startups js lower than it has been at any time since the 1970s.More firms are dying than being bom.Founders dream of selling their firms to one of the giants rather than of building their own titans.The weight of the superstars also reflects their excellence at less productive activities.About 30%of global foreign direct investment（FDl）flows through tax havens,big companies routinely use"transfer pricing"to pretend that profits generated in one part of the world are in fact made in another.None of this helps the image of big business.Paying tax seems to be unavoidable for individuals but optional for firms.Rules are unbending for citizens,and up for negotiation when it comes to companies.Nor do profits translate into jobs as once they did.In 1990 the top three carmakers in Detroit had a market capitalisation of$36 billion and l.2 million employees.In 2014 the top three firms in Silicon Valley,with a market capitalisation ofover$l trillion,had only 137,000 employees.So,by all means celebrate the astonishing achievements of today's superstar companies.But also watch them.The world needs a healthy dose of competition to keep today's giants on their toes and to give those in their shadow a chance to grow.The image of big business is blackened by——A.transferring the profit to another placeB.obtaining investment from tax havensC.denying tax paying to govemmentD.refusing offering more job opportunities
Text 3 Disruption may bc the buzzword in boardrooms,but the most striking feature of business today is not the overturning of the established order.It is the stabilisation of a group of superstar companies at the heart of the global economy.Some are emerging-market champions,like Samsung,which have seized the opportunities provided by globalisation.The elite of the elite are high-tech wizards-Google,Apple,Facebook and the rest-that have conjured up corporate empires from bits and bytes.The superstars are admirable in many ways.They churn out products that improve consumers'lives,from smarter smartphones to sharper televisions.They provide Americans and Europeans with an estimated$280 billion-worth of"free"services-such as search or directions-a year.But they have two big faults.They are squashing competition,and they are using the darker arts of management to stay ahead.Neither is easy to solve.But failing to do so risks a backlash which will be bad for everyone.Bulking up is a global trend.The annual number of mergers and acquisitions is more than twice what it was in the 1990s.But concentration is at its most worrying in America.The share of GDP generated by America's 100 biggest companies rose from about 33%in 1994 t0 46%in 2013.In the home of the entrepreneur,the number of startups js lower than it has been at any time since the 1970s.More firms are dying than being bom.Founders dream of selling their firms to one of the giants rather than of building their own titans.The weight of the superstars also reflects their excellence at less productive activities.About 30%of global foreign direct investment（FDl）flows through tax havens,big companies routinely use"transfer pricing"to pretend that profits generated in one part of the world are in fact made in another.None of this helps the image of big business.Paying tax seems to be unavoidable for individuals but optional for firms.Rules are unbending for citizens,and up for negotiation when it comes to companies.Nor do profits translate into jobs as once they did.In 1990 the top three carmakers in Detroit had a market capitalisation of$36 billion and l.2 million employees.In 2014 the top three firms in Silicon Valley,with a market capitalisation ofover$l trillion,had only 137,000 employees.So,by all means celebrate the astonishing achievements of today's superstar companies.But also watch them.The world needs a healthy dose of competition to keep today's giants on their toes and to give those in their shadow a chance to grow.According to Paragraph l,today's business world is——A.disrupted by innovative enterprisesB.out of order by traditional companiesC.dominated by superstar companiesD.distracted by emerging market
When a business suffers a security breach， there are be serious ramifications. What is one of the immediate impacts that the business can suffer because of a security breach？（）A、 loss of retail salesB、 loss of customer faithC、 disruption of business operationsD、 inability to deliver products or services
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