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Ö÷Ìå¾äʽ£ºOne trick is to run advertisements.

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Unit 38


Soft Bank of Japan is making its biggest gamble yet: entering the American cellphone market. SoftBank's complex $20.1 billion deal to buy majority control of Sprint Nextel will unite Japan's fastest-growing cellphone service provider with one of the United States' most troubled. The idea is to provide Sprint with a stronger, deeper-pocketed partner that can help finance its network overhaul and, eventually, pursue additional mergers. But SoftBank, an Internet and communications company, is making a risky wager that it can break the dominance of Verizon and AT£¦T in the United States the way it did a similar duopoly that long reigned over the Japanese market.

“SoftBank brings so much more to Sprint than money,”Daniel R. Hesse, Sprint's chief executive, said on an analyst call. “This investment provides the opportunity to benefit from the knowledge and expertise of a leader in mobile Internet technology with a proven track record of challenging larger incumbent carriers.”Together, the two companies would have $80 billion in revenue and $18 billion in earnings before interest and taxes. And they would nearly double Sprint's customer base to 96 million, giving the company greater purchasing power. SoftBank's founder and chief executive, Masayoshi Son, was blunt in his goal: creating the biggest and fastest wireless network in the United States. It is the strategy his own company is pursuing in Japan, aimed at drawing in users of the latest smartphones. Sprint is only beginning to roll out its next-generation Long Term Evolution network, trailing Verizon Wireless and AT£¦T. “U.S. citizens don't have this experience of high speed,”Mr. Son said on the analyst call. “We're going to bring that to the States.”

Shareholders in Sprint and SoftBank appeared less pleased by the transaction. Sprint's shares closed down slightly on Monday, at $5.69, while SoftBank's stock tumbled 5.3 percent, to 2,268 yen ($28.92£©. While infusing Sprint with cash, the deal would slow SoftBank's efforts to repay its own hefty debt load, which stood at nearly $13 billion as of June 30. Mr. Son has said that he has already repaid much of the debt his company took on when it bought Vodafone's Japan arm in 2006 and has done it well ahead of schedule.

The deal on Monday was a welcome development for the financial advisers involved in a year starved for deal activity. If completed, Monday's transaction would be the biggest deal by a Japanese company in the United States in more than three decades, according to data from Thomson Reuters. It would also be the biggest deal so far this year involving a foreign investment in an American company.

×¢£¨1£©£º±¾ÎÄÑ¡×ÔThe New York Times;

×¢£¨2£©£º±¾ÎÄÏ°ÌâÄ£·Â¶ÔÏ󣺱¾ÎÄÏ°ÌâµÄµÚ1¡¢2¡¢5ÌâÄ£·Â2011ÄêÕæÌâText 1 µÄµÚ1¡¢4¡¢5Ì⣬µÚ3¡¢4ÌâÄ£·Â2011ÄêÕæÌâText 2 µÄµÚ3¡¢4Ìâ¡£

1. We can learn from Para. 1 that entering the American cellphone market, Softbank has______.

A) incurred criticism

B) raised suspicion

C) faced risks

D) aroused curiosity

2. What can't Sprint benefit from Softbanks?

A) Much money and more customers.

B) Knowledge and expertise.

C) Greater purchasing power.

D) Biggest and fastest wireless network in the United States.

3. The word “tumble”£¨Line 2, Paragraph 3) most probably means______.

A) decrease

B) increase

C) reach

D) keep

4. It can be inferred from the last paragraph that______.

A) the deal was a welcome development

B) the transaction was the biggest deal in more than three decades

C) it would be the biggest deal so far

D) the transaction features in historic significance

5. From the text we can see that the writer seems______.

A) positive

B) negative

C) uncertain

D) neutral





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Ö÷Ìå¾äʽ£ºBut SoftBank is making a wager…

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Unit 39


The United Nations, notorious for endless deliberations, ¢Ùis trying a technological quick fix. Its Global Compact Office, which promotes corporate responsibility, has embraced a once marginal social technology——the wiki——in the hope that it will help staff in 80 countries share information and reach consensus with less deliberation and more speed. The office has done this by enlisting the public in its review of progress reports from more than 2,000 companies——an effort to make sure each is complying with established social and environmental guidelines. It's debatable whether encouraging public input is a good way to increase efficiency, but the move is the latest example of a quickly growing trend.

¢ÚWiki software——easy-to-use programs that let anyone with Internet access create, remove and edit content on a Web page——first gained popularity thanks to Wikipedia, the user-generated encyclopedia that has come to be praised as one of the Web's greatest resources. Now the technology is increasingly spreading outside the world of bizarre tech people and into the mainstream, being adopted by workplaces, corporations and even governments. In what's been called the “wiki workplace,”a growing number of organizations have begun shifting from traditional hierarchical structures to self-organized and collaborative networks, using wiki software——a basket of technologies that include wikis, blogs and other tools——to foster innovation across organizational and geographic boundaries. Executives say the new tools make it easier for teams to collaborate and share information, and to get projects up and running on the fly. “Collaborative software has become a very important part of how businesses will invent and innovate,”says Ken Bisconti, IBM's vice president of messaging and collaboration software.

That the United Nations is embracing wikis is an indication that organizations are beginning to get over their fear that this technology could introduce chaos into their operations. As Wikipedia has demonstrated, Web sites that are open to the public are vulnerable to deliberate injury, bias, inconsistency and other problems. But most corporate wikis are closed to the public, limiting access to employees inside the company firewall. These quasi-closed systems, say technology experts, impose accountability simply by keeping a record of every change and who made it.

IBM has used internal wikis since 2005, with an eye to selling the concept to its clients. One of its first applications was a wiki that employees could use to collaborate on writing a blogging manifesto: a set of policies for appropriate use of blogs in and out of the office. Thousands of employees contributed and edited that manifesto, which after receiving corporate approval——became the company's official policy.

×¢£¨1£©£º±¾ÎÄÑ¡×ÔNewsweek£»

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1. What is the passage mainly about?

A) It is about how the United Nations is forced to adopt the wiki software to improve efficiency.

B) It is an introduction to the wiki technology and its growing trend.

C) It reviews the advantages and disadvantages of wiki technology.

D) It is about the immaturity of the wiki technology and its future development.

2. The application of the wiki technology turns out to be_______.

A) very reliable

B) rather superficial

C) somewhat contradictory

D) quite encouraging

3. The basic problem of applying wiki technology lies in that_______.

A) some people doubt it is a communist plot

B) the technology is still not mature enough to be used widely

C) there might be purposeful injury and damage from the public

D) the technology can only be used internally

4. Which of the following is NOT the advantage of wiki technology?

A) It is a safe technology when being applied both externally and internally.

B) The public can participate in the creation of web contents.

C) It can enhance communication at least within an organization.

D) It helps promote innovation and improve work efficiency.

5. Which of the following is TRUE according to the text?

A) UN has gained positive results by using wiki technology.

B) IBM's adoption of wikis turns out to be a failure.

C) Wiki software is changing some corporate network structure.

D) Wiki websites will replace conventional websites.





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chaos /ˈkeɪɔs/ n. »ìÂÒ£¬»ìãç

vulnerable /ˈvʌlnərəbl/ adj. Ò×Êܹ¥»÷µÄ

quasi- /ˈkw¨»ːzi/ ÀàËÆ£»×¼£»°ë

impose /ɪmˈpəuz/ vt. Ç¿¼Ó£»ÒÔ…ÆÛÆ­





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¢Ù Its Global Compact Office, which promotes corporate responsibility, has embraced a once marginal social technology——the wiki——in the hope that it will help staff in 80 countries share information and reach consensus with less deliberation and more speed.