No one can l Howard Schultz ofinaction since he returned as chief executive of Starbucks,the firm he built into a multinational 2 to watch it stumble under his successor.Barely a month has gone by over the past year without the firm 3 some new initiative or other.The latest came on February 17th in New York,when Mr.Schultz 4 Via,an instant coffee which,he 5,tastes just as good as Java brewed in the shop by one of the firm's baristas.Don Valencia,the firm's first head of research and development,who 6 the blended and frozen frappuccino drinks that earn Starbucks$2 billion a year,could never find a 7 to scale up an instant formula he had developed at home.When Mr.Schultz retumed as chief executive,he 8 that there had been some technological advances,allowing finer grinding,9.So he asked the R&D team to repeat the recently deceased Valencia's experiments,and found that"we had broken the 10".The name Via is a hat-tip to Valencia-though during development it was known as Jaws（just add water,stir）.Starbucks says it has patents that should 11 competitors from quickly replicating Via,which will go on sale in some American stores next month.The opportunity may,12,be biggest in other countries:in Britain over 80%of coffee sold is instant,13 with just 10%in America.14 Starbucks drinkers decide that Via tastes good,the company will have to get the price 15.The riskis that the firm's existing customers may 16 counter service and start making their own cup of instant.To keep customers coming to remaining outlets,he might experiment with discounts such as cheap 17 meals ofa drink and food.He also wants a visit to a Starbucks shop to bc a"18 uplifiing experience".Improving the smellin stores by changing the cheese used in breakfast sandwiches was a start.But 19 that staff are enthusiastic will be especially difficult whenjobs are 20.13选？A.paralleledB.opposedC.contrastedD.compared
No one can l Howard Schultz ofinaction since he returned as chief executive of Starbucks,the firm he built into a multinational 2 to watch it stumble under his successor.Barely a month has gone by over the past year without the firm 3 some new initiative or other.The latest came on February 17th in New York,when Mr.Schultz 4 Via,an instant coffee which,he 5,tastes just as good as Java brewed in the shop by one of the firm's baristas.Don Valencia,the firm's first head of research and development,who 6 the blended and frozen frappuccino drinks that earn Starbucks$2 billion a year,could never find a 7 to scale up an instant formula he had developed at home.When Mr.Schultz retumed as chief executive,he 8 that there had been some technological advances,allowing finer grinding,9.So he asked the R&D team to repeat the recently deceased Valencia's experiments,and found that"we had broken the 10".The name Via is a hat-tip to Valencia-though during development it was known as Jaws（just add water,stir）.Starbucks says it has patents that should 11 competitors from quickly replicating Via,which will go on sale in some American stores next month.The opportunity may,12,be biggest in other countries:in Britain over 80%of coffee sold is instant,13 with just 10%in America.14 Starbucks drinkers decide that Via tastes good,the company will have to get the price 15.The riskis that the firm's existing customers may 16 counter service and start making their own cup of instant.To keep customers coming to remaining outlets,he might experiment with discounts such as cheap 17 meals ofa drink and food.He also wants a visit to a Starbucks shop to bc a"18 uplifiing experience".Improving the smellin stores by changing the cheese used in breakfast sandwiches was a start.But 19 that staff are enthusiastic will be especially difficult whenjobs are 20.13选？
A.paralleled
B.opposed
C.contrasted
D.compared
B.opposed
C.contrasted
D.compared
参考解析
解析：动词辨析题。根据文章The opportunity may，however,be biggest in other countries:in Britain over 80%of coffee sold is instant，with just 10%in America．（然而该产品在其他国家可能会获得更大的发展机会：在英国，销售的80%的咖啡是速溶的，美国仅占10%。）而D项compared经常和with搭配，指把人与人或物与物之间的相同点或异同点进行“比较…‘对照”或“相比”。将同类进行比较只能选择D项，故D项为正确选项。【干扰排除】A项paralleled“与……相似”。B项opposed“反对”，常用结构为as opposed to sth．表示“与……截然相反；对照”。C项contrasted“对比”经常和to/with搭配，指为了明确其相异之处，将一物与另一物“比较”或“对照”。
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问答题Passage 8 Some people might want a “double tall skinny hazelnut decaf latte”, but Howard Schultz is not one of them. The chairman and “chief global strategist” of the Starbucks coffee chain prefers a Sumatra roast with no milk, no sugar and poured from a French press—the kind of pure coffee, in fact, favoured by those coffee snobs who sneer at Starbucks, not just for its bewildering variety of choice and flavours (55,000 different drinks, by the company’s count), but for its very ubiquity—over 10,500 locations around the world, increasing at a rate of five a day, and often within sight of each other. Starbucks knows it cannot ignore its critics. Anti-globaiisation protesters have occasionally trashed its coffee shops; posh neighbourhoods in San Francisco and London have resisted the opening of new branches; and the company is a favourite target of internet critics, on sites like www.ihatestarbucks.com. Mr. Schultz is watchful, but relaxed: “We have to be extremely mindful and sensitive of the public’s view of things... Thus far, we’ve done a pretty good job.” Certainly, as reviled icons of American capitalism go, Starbucks is distinctly second division compared with big leaguers like, say, McDonald’s. The reason, argues Mr. Schultz, is that the company has retained a “passion” for coffee and a “sense of humanity”. Starbucks buys expensive beans and pays its growers—be they in Guatemala or Ethiopia—an average of 23% above the market price. A similar benevolence applies to company employees. Where other corporations seek to unload the burden of employee benefits, Starbucks gives all American employees working at least 20 hours a week a package that includes stock options (“Bean Stock”) and comprehensive health insurance. For Mr. Schultz, raised in a Brooklyn public-housing project, this health insurance—which now costs Starbucks more each year than coffee—is a moral obligation. At the age of seven, he came home to find his father, a lorry-driver, in a plaster cast, having slipped and broken an ankle. No insurance, no compensation and now no job. Hence what amounts to a personal crusade. Most of America’s corporate chiefs steer clear of the sensitive topic of health-care reform. Not Mr. Schultz. He makes speeches, lobbies politicians and has even hosted a commercial-free hour of television, arguing for reform of a system that he thinks is simultaneously socially unjust and a burden on corporate America. Meanwhile the company pays its workers’ premiums, even as each year they rise by double-digit percentages. The goal has always been “to build the sort of company that my father was never able to work for.” By this he means a company that “remains small even as it gets big”, treating its workers as individuals. Starbucks is not alone in its emphasis on “social responsibility”, but the other firms Mr. Schultz cites off the top of his head—Timberland, Patagonia, Whole Foods—are much smaller than Starbucks, which has 100,000 employees and 35m customers. Indeed, size has been an issue from the beginning. Starbucks was created in 1971 in Seattle’s Pike Place Market by three hippie-ish coffee enthusiasts. Mr. Schultz joined the company only in1982. Inspired by a visit to Milan in 1983, he had envisaged a chain of coffee bars where customers would chat over their espressos and cappuccinos. Following his dream, Mr. Schultz set up a company he called “Il Giornale”, which grew to a modest three coffee bars. Then, somehow scraping together $ 3.8m (“I didn’t have a dime to my name”), he bought Starbucks from its founders in 1987. Reality long ago surpassed the dream. Since Starbucks went public in 1992, its stock has soared by some 6,400%. The company is now in 37 different countries. No doubt the coffee snobs will blanch at the prospect. Yet they miss three points. The first is that, thanks to Starbucks, today’s Americans are no longer condemned to drink the insipid, over- percolated brew that their parents endured. The second, less recognised, is that because Starbucks has created a mass taste for good coffee, small, family-owned coffee houses have also prospered (and no one has ever accused Starbucks, with its $ 4 lattes, of undercutting the competition). The most important point, however, is that Mr. Schultz’s Starbucks cultivates a relationship with its Customers. Its stores sell carefully selected CD-compilations, such as Ray Charles’s “Genius Loves Company”. Later this year the company will promote a new film, “Akeelah and the Bee”, and will take a share of the profits. There are plans to promote books: Customers can even pay with their Starbucks “Duetto” Visa card. Short of some health scare that would bracket coffee with nicotine, there is no obvious reason why Starbucks should trip up, however ambitious its plans and however misconceived the occasional project. Mr. Schultz says: “I think we have the licence from our customers to do more.” The key is that each Starbucks coffee house should remain “a third place”, between home and work, fulfilling the same role as those Italian coffee houses that so inspired him 23 years ago. 1. What does the author mean by “Starbucks is distinctly second division compared with big leaguers like, say, McDonald’s”? According to Mr. Shultz, what is the reason for that? 2. What is Mr. Schultz’s “personal crusade”? What made him so devoted to it? 3. What does Mr. Shultz mean by “I think we have the license from our customers to do more”? (Para.10). Give some examples.
单选题Why did the Italian take off his watch and give it to the Frenchman?ABecause he had taken the watch from the Frenchman.BBecause he had picked up the watch on his way from work.CBecause he was afraid of the Frenchman.