4. What do students like Kyle Stoneman think of the police using facebook.com?
(A) It is immoral.
(B) It is illegal.
(C) It is helpful.
(D) It is understandable.
5. Which of the following is the major concern of the police?
(A) How to revolutionize campus detective work and combat crime effectively.
(B) How to strike a balance between law enforcement and human relationship.
(C) How to use facebook.com without being found out by the students.
(D) How to end the long standing hostility between the students and the police.
Questions 6~10
After SABMiller lost a bidding war for China's Harbin Brewery Group to Anheuser-Busch
Coso two years ago, it looked as if America's King of Beers would reign over the Middle
Kingdom as well. Anheuser-Busch, after all, had already sealed a deal with China's leading
brewery, Tsingtao, and with Harbin in its stable it looked unbeatable.
But SABMiller had a Plan B that could well give it the throne after all. Since losing Harbin,
London-based SAB has focused its energies on a 12-year-old joint venture, China Resources
Snow Breweries Ltd., that is now thriving. In June, CR Snow, which includes 46 breweries across
the country, surpassed longtime leader Tsingtao for the No.l spot. For the 12 months through June,
CR Snow produced nearly 40 million barrels, vs. 37 million for Tsingtao. As a result, CR Snow
boasts 14.9% of the Chinese market, compared with Tsingtao's 13.9%. "Our growth has been on
the back of a very consistent and targeted strategy," says Wayne Hall, SABMiller's finance
director in China.
Both companies want to be the toast of China. As beer sales in the U.S. and Western Europe
have lost their fizz, they're growing at 8%-plus annually in China. That has helped China overtake
the U.S. as the world's top beer market.
SAB was early to see the promise of China, where it has been brewing since 1994. Yet
instead of targeting big cities such as Shanghai and Beijing, as its competitors did, SABMiller
scooped up breweries in less affluent areas, including the northeastern rust belt and the populous
inland province of Sichuan. This contrarian strategy has allowed SABMiller to build up a national
footprint at bargain prices. While Anheuser ponied up $700 million—as much as $62 per barrel of
annual brewing capacity—for Harbin, SABMiller has typically paid $30-$40 per barrel for its
breweries. "SABMiller has made a mint by purposely buying cheaper assets," says Bear, Stearns
& Co. analyst Anthony Bucalo.
SABMiller has been smart in its positioning of the flagship Snow brand. To appeal to
upwardly mobile youth, it slapped a shiny, modern label on the 50-year-old brew and launched a
national ad campaign emphasizing the beer's freshness, complete with sweepstakes that reward
winners with outdoor vacations. The marketing push is paying off as it presses into the big cities.
China now accounts for nearly 20% of SABMiller's total volumes, and Snow has become China's
No.l brand. Soon, it will probably surpass Miller Lite as the biggest seller in the company's cooler.
6. What is this article mainly about?
(A) The bidding war between SABMiller and Anheuser-Busch Cos.
(B) China has overtaken the U.S as the top beer market.
(C) How SABMiller beats Anheuser in global makets.
(D) The success of SABMiller in China.
7. What makes Snow beer one of the best-selling beers in China?
(A) The company has special technologies.
(B) Snow beer tastes better.
(C) The company has adopted an effective marketing strategy.
(D) CR Snow has purposely bought cheaper assets from SABMiller.
8. The word "affluent" in paragraph 4 can be replaced by ______.
(A) wealthy
(B) populous
(C) influential
(D) fluent
9. Which of the following is TRUE according to the article?
(A) SABMiller is an America-based beer company.
(B) Snow beer is now being sold all around the world.
(C) Beer sales in the U.S. and Western Europe dropped recently.
(D) Snow beer is welcomed by both youths and 50-year-olds.
10. What can be concluded from this article?
(A) Tsingdao beer is less tasty than Snow beer.
(B) Anheuser-Busch used to be the largest beer company in Europe.
(C) SABMiller spent $700 million in building new breweries.
(D) Snow beer is likely to become the biggest seller in SABMiller.
Questions 11~15
In the information technology industry, it is widely acknowledged that how well IT
departments of the future can fulfil their business goals will depend not on the regular updating of
technology, which is essential for them to do, but on how well they can hold on to the people
skilled at manipulating the newest technology. This is becoming more difficult. Best estimates of
the current shortfall in IT staff in the UK are between 30,000 and 50,000, and growing.
And there is no end to the problem in sight. A severe industry-wide lack of investment in
training means the long-term skills base is both ageing and shrinking. Employers are chasing
experienced staff in ever-decreasing circles, and, according to a recent government report, 250,000
new IT jobs will be created over the next decade.
Most employers are confining themselves to dealing with the immediate problems. There is
little evidence, for example, that they are stepping up their intake of raw recruits for in-house
training, or retraining existing staff from other functions. This is the course of action
recommended by the Computer Software Services Association, but research shows its members
are adopting the short-term measure of bringing in more and more consultants on a contract basis.
With IT professionals increasingly attracted to the financial rewards and flexibility of
consultancy work, average staff turnover rates are estimated to be around 15%. While many
companies in the financial services sector are managing to contain their losses by offering skilled
IT staff "golden handcuffs"—deferred loyalty bonuses that tie them in until a certain date—other
organisations, like local governments, are unable to match the competitive salaries and perks on
offer in the private sector and contractor market, and are suffering turnover rates of up to 60% a
year.
But while loyalty bonuses have grabbed the headlines, there are other means of holding on to
staff. Some companies are doing additional IT pay reviews in the year and paying market
premiums. But such measures can create serious employee relations problems among those