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(46) A long-held view of the history of the English colonies that became the United States has been that England’ s policy toward these colonies before 1763 was dictated by commercial interests and that a change to a more imperial policy, dominated by expansionist militarist objectives, generated the tensions that ultimately led to the American Revolution. In a recent study, Stephen Saunders Webb has resented a formidable challenge to this view. According to Webb, England already had a military imperial policy for more than a century before the American Revolution. He sees Charles Ⅱ, the English monarch between 1660 and 1685, as the proper successor of the Tudor monarchs of the sixteenth century and of Oliver Cromwell, all of whom were bent on extending centralized executive power over England’ s possessions through the use of what Webb calls "garrison government." Garrison government allowed the colonists a legislative assembly, but real authority, in Webb’ s view, belonged to the colonial governor, who was appointed by the king and supported by the "garrison," that is. by the local contingent of English troops under the colonial governor’ s command.According to Webb, the purpose of garrison government was to provide military support for a royal policy designed to limit the power of the upper classes in the American colonies. (47) Webb argues that the colonial legislative assemblies represented the interests not of the common people but of the colonial upper classes, a coalition of merchants and nobility who favored self-rule and sought to elevate legislative authority at the expense of the executive. It was, according to Webb, the colonial governors who favored the small farmer, opposed the plantation system, and tried through taxation to break up large holdings of land. Backed by the military presence of the garrison, these governors tried to prevent the gentry and merchants, allied in the colonial assemblies, from transforming colonial America into a capitalistic oligarchy.(48) Webb’ s study illuminates the political alignments that existed in the colonies in the century prior to the American Revolution, but his view of the crown’ s use of the military as an instrument of colonial policy is not entirely convincing. England during the seventeenth century was not noted for its military achievements. Cromwell did mount England’s most ambitious overseas military expedition in more than a century, but it proved to be an utter failure. Under Charles Ⅱ, the English army was too small to be a major instrument of government. (49) Not until the war in France in 1697 did William Ⅲ persuade Parliament to create a professional standing army, and Parliament’ s price for doing so was to keep the army under tight legislative control. (50) While it may be true that the crown attempted to diminish the power of the colonial upper classes, it is hard to imagine how the English army during the seventeenth century could have provided significant military support for such a policy. 50

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Some drug makers pay key leaders in a field of medicine, such as chairs of departments in medical schools, tens of thousands of dollars if they are saying the right things about their product. They manipulate medical education sessions, lectures, articles in medical journals, research studies, even personal conversations between physicians to get their product message across. Now a huge collection of drug company internal documents—revealed as part of a law-suit-offers a wealth of detail. In 1996, Dr. David Franklin, an employee of the drug company Parke-Davis, filed the lawsuit under federal whistleblower statutes alleging that the company was illegally promoting a drug called Neurontin for so called "off-label" uses. Under federal law, once the FDA approves a drug, a doctor can prescribe it for anything. But the law specifically prohibits the drug company from promoting the drug for any unapproved uses. In 2004, the company, by then a division of Pfizer admitted guilt and agreed to pay $ 430 million in criminal and civil liability related to promoting the drug for off-label use. Spokespeople for Pfizer say that any wrong doing occurred before Pfizer acquired the company. But Pfizer fought hard to keep all the papers related to the suit under seal. A judge denied the request and they are now part of the Drug Industry Document Archive at the University of California, San Francisco. What is most interesting is not the illegal actions they reveal, but the details of activities that are perfectly legal. And according to people familiar with the industry, the methods detailed in these company memos are routine. One tactic identifies certain doctors as "thought leaders,"—those whose opinions influence the prescribing pattern of other doctors. Those whose views converge with the company goals are then showered with rewards, research and educational grants. In the Parke-Davis case 14 such big shots got between $10,250 and $158,250 between 1993 and 1997. "Medical education drives this market," wrote the author of one Parke-Davis business plan in the files. Many state licensing boards require physicians to attend sessions in what is called continuing medical education (CME) to keep current in their field. At one time, medical schools ran most CME courses. Now, an industry of medical education and communications committees(MECCs) run most of the courses. These companies with innocent sounding names like Medical Education Systems set up courses, sometimes in conjunction with medical meetings, at other times often in fancy restaurants and resorts. The drug companies foot the bill, with the program usually noting it was financed by an "unrestricted educational grant" from the company. Using MECCs, Parke-Davis set up conference calls so that doctors could talk to one another about the drugs. The moderators of the calls, often thought leaders or their younger assistants, received $ 250 to $ 500 a call. Drug company reps were on the line, instructed to stay in a "listen only" mode, but monitoring to be sure the pitch met their expectations. Clearly, many of the physicians in these schemes are not innocent bystanders. Whether it is ghost writing, making telephone calls to colleagues or leading a CME session, many of the doctors got paid well. Others received a free meal or transportation to a resort to listen to an "educational session." Physicians often claim they are not influenced by payments from the pharmaceutical industry. But with the methods so thoroughly detailed in these papers, drug companies clearly believe they are getting their money’s worth. According to the passage, drug company representatives

A. have received $ 250 to $ 500 a call.
B. have done nothing but listen.
C. are supervising the tone of the conferences.
D. are trying to meet their expectations.

世界上第一所正式的护士学校成立于( )。

A. 1850年
B. 1860年
C. 1878年
D. 1888年
E. 1889年

For years Internet merchants have poured millions of dollars into new technologies to make their sites easier to use. So why aren’t online customers happier Customer satisfaction levels have remained almost fiat through the last several years. The problem, according to Larry Freed, chief executive of a consulting and research firm called ForeSee Results, is not so much that consumers have ignored the many improvements made in recent years. Rather, be said, they still expect more from Internet shopping than it has delivered. "If we walk into a local store, we don’t expect that experience to be better than it was a couple years ago," Mr. Freed said. "But we expect sites to be better. The bar goes up every year." In ForeSee’s latest survey, released last month, just five e-commerce sites registered scores higher than 80 out of 100, and no site scored higher than 85. It was much the same story a year ago, when just five scored higher than 80, with no site surpassing 85. "Scores have inched up over time for the best e-commerce companies, but the overall numbers haven’t moved drastically," Mr. Freed said. "At the same time though, if you don’t do anything you see your scores drop steadily." That dynamic has been a challenge for online merchants and investors, who a decade ago envisioned. Internet stores as relatively inexpensive (and therefore extremely profitable) operations. Now some observers predict a future where online retailers will essentially adopt something like the QVC model, with sales staff pitching the site’s merchandise with polished video presentations, produced in a high-tech television studio. QVC.com is evolving in that direction. The Web site, which sold more than $1 billion in merchandise in 2006, has for the last five years let visitors watch a live feed of the network’s broadcast. But in recent months, QVC.com has also given visitors the chance to watch archives of entire shows, and in the coming months visitors will be able to find more video segments from recent shows, featuring individual products that remain in stock. Bob Myers, senior vice president of QVC.com, said the Web site’s video salesmanship is especially effective when combined with detailed product information, customer reviews and multiple photographs. About eight months ago, for instance, a customer said that she could not determine the size of a handbag from the photographs on the site because she could not tell the height of the model who was holding it. Within two weeks the site tested and introduced a new system, showing the bags with women of three different heights. The results were immediate: women who saw the new photographs bought the bags at least 10 percent more frequently than those who had not. Still, Mr. Myers said, video is a critically important element to sales. "E-commerce started with television commerce," he said. "The sites who engage and entertain customers will be winning here in the near future." Such a prospect is not necessarily daunting to other e-commerce executives. Gordon Magee, head of Internet marketing for Drs. Foster & Smith, based in a Rhinelander, Wis., said a transition to video "will be seamless for us." The company, Mr. Magee said, has in recent weeks discussed putting some of its product on video "so customers could see a 360-degree view they don’t have to manipulate themselves.\ The example of a customer buying a handbag is used to show that

A. visual confirmation and product specifications help improve online sales.
B. online shopping has its own advantages as well as disadvantages.
C. women are more attracted to photographs of products than men buyers.
D. photographs often help to increase immediate sales by at least 10 percent.

潜在期主要解决( )。

A. 自主对羞愧的危机
B. 主动对内疚的危机
C. 勤奋对自卑的危机
D. 自我认同对角色紊乱的危机
E. 亲密对孤独的危机

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