填空题What is or are considered as a tragedy in Germans' friendship?

The health-care economy is filled with unusual and even unique economic relationships. One of the least understood involves the peculiar roles of producer or "provider" and purchaser or "consumer" in the typical doctor-patient relationship. In most sectors of the economy, it is the seller who attempts to attract a potential buyer with various inducements of price, quality, and utility, and it is the buyer who makes the decision. Such condition, however, does not prevail in most of the health-care industry. In the health-care industry, the doctor-patient relationship is the mirror image of the ordinary relationship between producer and consumer. Once an individual has chosen to see a physician—and even then there may be no real choice—it is the physician who usually makes all significant purchasing decisions: whether the patient should return "next Wednesday", whether X-rays are needed, whether drugs should be prescribed, etc. It is a rare and sophisticated patient who will challenge such professional decisions or raise in advance questions about price, especially when the disease is regarded as serious. This is particularly significant in relation to hospital care. The physician must certify the need for hospitalization, determine what procedures will be performed, and announce when the patient may be discharged. The patient may be consulted about some of these decisions, but in the main it is the doctor's judgments that are final. Little wonder then that in the eye of the hospital it is the physician who is the real "consumer." As a consequence, the medical staff represents the "power center" in hospital policy and decision-making, not the administration. Although usually there are in this situation four identifiable participants—the physician, the hospital, the patient, and the payer(generally an insurance carrier or government)—the physician makes the essential decisions for all of them. The hospital becomes an extension of the physician; the payer generally meets most of the bills generated by the physician/hospital, and for the most part the patient plays a passive role. We estimate that about 75-80 percent of health-care expenditures are determined by physicians, not patients. For this reason, the economy directed at patients or the general is relatively ineffective.

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红包的主要意义在于红色，因为它象征好运和祝福。

Directions:Forthispart,youareallowed30minutestowriteashortessayentitledAttendParents'MeetingwithaGoodImage.Youshouldstartwithabriefdescriptionofthepicture,thenexplainitsintendedmeaning,andgiveyoursuggestions.Youshouldwriteatleast150wordsbutnomorethan200words.

BPart Ⅳ Translation/B

For this part, you are allowed 30 minutes to write an essay on university students' physical health. Your essay should focus on why students are in bad physical health. You are required to write at least 150 words but no more than 200 words.

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自从1978年市场化改革以来。中国经济已经逐渐从集中的计划经济向市场经济转变。中国经济和社会发展迅速。目前，中国是继美国之后的世界第二大经济体。中国是全球最大的农业生产国和工业生产国。稻谷、小麦产量以及 工业产值 (industrial output)世界领先。同时，中国也是世界最大的产品出口国和第二大进口国。尽管中国是世界经济增长速度最快的国家之一，但是也面临着地区经济发展不均衡， 贫富分化 (rich-poor polarization)等问题。为实现中国经济可持续发展，需深化经济改革。

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高速公路 (express way)是一个国家走向现代化的桥梁，也是发展现代交通业的必要条件。近几年，中国高速公路蓬勃发展，截止到2012年，中国高速公路的 总里程 (total mileage)已经达到9．6万公里，位居世界第二。国家高速公路网建成后，通车里程将达10．8万公里，届时将覆盖超过90％的拥有20万以上城镇人口的城市。高速公路为道路运输创造了新的发展机遇和空间，也为沿线的经济腾飞增添了活力。现在，它已成为拉动内需、促进经济快速发展的重要因素之一。

What if we could read the mind of a terrorist? Researchers at Northwestern University in Chicago say they have taken a step closer to that reality with a test that could uncover evil plans by measuring brain waves. In a study published in the journal Psychophysiology, psychologists John Meixner and Peter Rosenfeld used electrodes(电极)to measure the brain waves of 29 undergraduates who had been told to mock-plan either a terrorist bombing in Houston in July, or a vacation in a different city in a different month. The researchers then presented the students with the names of various cities, methods of terrorist attack and dates. As they did so, they scanned the subjects' brains with electroencephalography(脑电图). They watched for a particular brainwave—dubbed the P300, because it fires every 300 milliseconds—which signals recognition of something familiar. "The P300's amplitude(振幅)is very large when you see an object that is rare and personally meaningful to you," Meixner says. "So the amplitude of P300 was large when we presented the word 'Houston', the city where the attack was planned. In total we were able to identify 10 out of 12 'terrorists'". The investigators also correctly matched 20 out of 30 crime-related details, such as types of explosives and specific sites and dates. The P300's potential as a method for confirming concealed information was first recognized in the 1980s. But while it has long been touted as a possible substitute for the polygraph test, it has yet not been used by law enforcement anywhere in the world. One of the reasons is that it becomes difficult to use if investigators do not know the information they are trying to confirm. For instance, in Meixner and Rosenfeld's study, the researchers would have struggled had they not known that the city in which the attack was planned was Houston, since it would be only by luck or guesswork they would have included it in the sample list of names. What's more, the P300 is vulnerable to what scientists call "confounding factors". For instance, if the mock-terrorists in the study were raised in Houston, which was also the location of the attack, the researchers would not know for sure what was causing the P300 spike. But Meixner and Rosenfeld say that despite these shortfalls, the technology holds more potential than the polygraph. The polygraph measures responses like respiration and sweating, which can certainly be triggered by a lie, but can also result from any high-stress situation—including the mere experience of being interrogated by a police officer. While there is nothing that can correct this problem with polygraphs, P300s can at least be made more accurate by increasing the number of details you show a suspect.

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中国的 彩票 (lottery)包括中国福利彩票和中国体育彩票两大系列的公众彩票。1987年，中国第一张福利彩票在天津印制并通过验收。中国彩票以合法的形式和公平的原则，为中国福利事业和体育事业筹集资金。彩票可以丰富群众的业余生活，维护社会稳定和谐， 遏制 (curb)非法赌博活动，促进社会文明进步。自从发行以来。中国彩票产生了极大的社会效益。经过多年的发展，彩票行业也已经成为蓬勃发展的中国经济中的一个新亮点。

Google must be the most ambitious company in the world. Its stated goal, "to organize the world' s information and make it universally accessible and useful," deliberately omits the word "web" to indicate that the company is reaching for absolutely all information everywhere and in every form. From books to health records and videos, from your friendships to your click patterns and physical location, Google wants to know. To some people this sounds uplifting, with promises of free access to knowledge and help in managing our daily lives. To others, it is somewhat like another Big Brother, no less frightening than its totalitarian(极权主义的)ancestors for being in the private information. Randall Stross, a journalist at the New York Times, does a good job of analyzing this unbounded ambition in his book "Planet Google". One chapter is about the huge data centers that Google is building with a view to storing all that information, another about the sets of rules at the heart of its web search and advertising technology, another about its approach to information bound in books, its vision for geographical information and so forth. He is at his best when explaining how Google's mission casually but fatally smashes into long-existing institutions such as, say, copyright law or privacy norms. And yet, it's puzzling that he mostly omits the most fascinating component of Google, its people. Google is what it is because of its two founders, Sergey Brin and Larry Page, who see themselves as kindly elites and embody the limitless optimism about science, technology and human nature that is native to Silicon Valley. The world is perfectible, and they are the ones who will do much of the perfecting, provided you let them. Brin and Page set out to create a company and an entire culture in their image. From the start, they professed that they would innovate as much in managing—rewarding, feeding, motivating, entertaining and even transporting(via Wi-Fi-enabled free shuttle buses)their employees—as they do in internet technology. If Google is in danger of becoming a caricature(讽刺画), this is first apparent here—in the over-engineered day-care centers, the Shiatsu massages and kombucha teas(康普茶). In reality Googlers are as prone to power struggle and office politics as anyone else. None of that makes it into Mr Stross' account, which at times reads like a diligent summary of news articles. At those moments, "Planet Google" takes a risk similar to trying to board a speeding train: the Google story changes so fast that no book can stay up to date for long. Even so, a sober description of this moment in Google's quest is welcome. Especially since Google fully expects, as its chief executive, Eric Schmidt, says at the end of the book, to take 300 years completing it.

The Amazon Mystery: What America' s Strangest Tech Company Is Really Up to [A] If there' s a sentence that sums up Amazon, the weirdest major technology company in America, it' s one that came from its own CEO, Jeff Bezos, speaking at the Aspen Institute' s 2009 Annual Awards Dinner in New York City: " Invention requires a long-term willingness to be misunderstood. " In other words: if you don' t yet get what I' m trying to build, keep waiting. [B] Four years later, Amazon' s annual revenue and stock price have both nearly tripled, but for many onlookers, the long wait for understanding continues. Bezos' s company has grown from its humble Seattle beginnings to become not only the largest bookstore in the history of the world, but also the world' s largest online retailer, the largest Web-hosting company in the world, the most serious competitor to Netflix in streaming video, the fourth-most-popular tablet(平板电脑)maker, and a sprawling international network of fulfillment centers for merchants around the world. It is now rumored to be close to launching its own smartphone and television set-top box. The every-bookstore has become the store for everything, with the global ambition to become the store for everywhere. [C] Seriously: What is Amazon? A retail company? A media company? A logistics(物流)machine? The mystery of its strategy is deepened by two factors. First is the company' s communications department, which famously excels at not communicating.(Three requests to speak with Amazon officials for this article were delayed and, inevitably, declined.)This moves discussions of the company' s intentions into the realm of mind reading, often attempted by the research departments of investment banks, where even optimistic analysts aren' t really sure what Bezos is up to. " It' s very difficult to define what Amazon is," says R. J. Hottovy, an analyst with Morningstar, who nonetheless champions the company' s future. [D] Second, investors have developed a seemingly unconditional love for Amazon, despite the company' s reticence(沉默寡言)and, more to the point, its financial performance. Some 19 years after its founding, Amazon still barely turns a profit—when it makes money at all. The company is pinched between its low margins as a discount retailer and its high capital spending as a global logistics company. Last year, it lost $39 million. By comparison, in its latest annual report, Apple announced a profit of almost $42 billion—nearly 22 times what Amazon has earned in its entire life span. And yet Amazon' s market capitalization, the value investors place on the company, is more than a quarter of Apple' s, placing Amazon among the largest tech companies in the United States. [E] "I think Amazon' s efforts, even the seemingly eccentric ones, are centered on securing the customer relationship," says Benedict Evans, a consultant with Enders Analysis. The Kindle Fire tablet and the widely rumored phone aren' t boring experiments, he told me, but rather purchasing devices that put Amazon on the coffee table so consumers can never escape the tempting glow of a shopping screen. [F] In a way, this strategy isn' t new at all. It' s ripped from the mildewed playbooks of the first national retail stores in American history. Amazon appears to be building nothing less than a global Sears Roebuck of the 21st century—a large-scale operation that aims to dominate the future of shopping and shipping. The question is, can it succeed? [G] In the late 19th century, soon after a network of rail lines and telegraph wires had stitched together a rural country, mail-order companies like Sears built the first national retail corporations. Today the Sears catalog seems about as innovative as the prehistoric handsaw(手锯), but in the 1890s, the 500-page "Consumer' s Bible" popularized a truly radical shopping concept: The mail would bring stores to consumers. [H] But in the early 1900s, as families streamed off farms and into cities, chains like J. C. Penney and Woolworth sprang up to greet them. Sears followed. The company' s focus on the emerging middle-class market paid off so well that by mid-century, Sears' s revenue approached 1 percent of the entire U. S. economy. But its dominance had deflated by the late 1980s, after more competitors arose and as the blue-collar consumer base it had leaned on collapsed. [I] Now that Internet cables have replaced telegraph wires, American consumers are reverting to their turn-of-the-century shopping habits. Families have rediscovered the Consumer' s Bible while sitting on their couches, and this time, it' s in a Web browser. E-commerce has nearly doubled in the past four years, and Amazon now takes in revenue of more than $60 billion annually. The Internet means to the 21st century what the postal service meant to the late 1800s: it welcomes retailers like Amazon into every living room. [J] "Sears took advantage of the U. S. postal system and railways in the early 20th century just as transportation costs were falling," says Richard White, a historian at Stanford, " and Amazon has done the same with the Web. " Its national logistics machine imitates Sears' s pneumatic-tube-powered(气动管驱动的)Chicago warehouse, but is more powerful, and much faster. Its instinct to sell tablets stuffed with ebooks echoes Sears' s decision to create Allstate to bundle insurance with the company' s car parts. [K] Like the mail-order giants did a century ago, Amazon is moving to the city. In the past few years, the company has added warehouses in the most-populous metros to cut shipping time to urban customers. People subscribing to Amazon Prime or Amazon Fresh(which, in exchange for an annual payment, provides fast delivery of most goods or groceries you' d like to order)commit themselves financially, with Prime members spending twice as much as other buyers. If those subscriptions grow numerous enough, Amazon' s search bar could become the preferred retail-shopping engine. [L] At least, that' s the vision. Defenders say Amazon is trading the present for the future, spending all its revenue on a global scatter plot of warehouses that will make the company indomitable. Eventually, the theory goes, investors expect Amazon to complete its construction project and, having swayed enough customers and destroyed enough rivals, to " flip the switch" , raising prices and profits greatly. In the meantime, they' re happy to keep buying stock, offering an unqualified thumbs-up for heavy spending. [M] But this theory assumes a practically infinite life span for Amazon. The modern history of retail innovation suggests that even the giants can be overtaken suddenly. Sears was still America' s largest retailer in 1982, but just nine years later, its annual revenues were barely half those of Walmart. [N] Amazon is not as insulated from its rivals as some think it is. Walmart, eBay, and lots of upstarts(新贵)are all in the race to dominate online retail. Amazon' s furious spending on new buildings and equipment isn' t an elective measure: it' s a survival plan. The truth is Amazon has won investors' trust with a reputation for spending everybody to death, and it can spend everybody to death because it has won investors' trust. For now. [O] Amazon, as best I can tell, is a charitable organization being run by elements of the investment community for the benefit of consumers," Slate' s Matthew Yglesias joked earlier this year. Of course, Amazon is not a charity, and its investors are not philanthropists(慈善家 Today, they are funding an effort to fulfill the dreams of the turn-of-the-century retail kings: to build the perfect personalized shopping experience for the modern urban household. For once, families are reaping the dividends of Wall Street' s generosity. The longer investors wait for Amazon to fulfill their orders, the less we have to wait for Amazon to fulfill ours.