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The U.S. government is divided into
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Fast-food firms have to be a thick-skinned bunch. Health experts regularly lambaste them for peddling food that makes people fat. Critics even complain that McDonald’s, whose golden arches symbolise calorie excess, should not have been allowed to sponsor the World Cup. These are things fast-food firms have learnt to cope with and to deflect. But not perhaps for much longer. The burger business faces more pressure from regulators at a time when it is already adapting strategies in response to shifts in the global economy. Fast food was once thought to be recession-proof. When consumers need to cut spending, the logic goes, cheap meals like Big Macs and Whoppers become even more attractive. Such "trading down" proved true for much of the latest recession, when fast-food companies picked up customers who could no longer afford to eat at casual restaurants. Traffic was boosted in America, the home of fast food, with discounts and promotions, such as $1 menus and cheap combination meals. As a result, fast-food chains have weathered the recession better than their pricier competitors. In 2009 sales at full-service restaurants in America fell by more than 6%, but total sales remained about the same at fast-food chains. In some markets, such as Japan, France and Britain, total spending on fast food increased. Same-store sales in America at McDonald’s, the world’s largest fast-food company, did not decline throughout the downturn. Panera Bread, an American fast-food chain known for its fresh ingredients, performed well, too: its boss, Ron Shaich, claims this is because it offers higher-quality food at lower prices than restaurants. But not all fast-food companies have been as fortunate. Many, such as Burger King, have seen sales fall. In a severe recession, while some people trade down to fast food, many others eat at home more frequently to save money. David Palmer, an analyst at UBS, a bank, says smaller fast-food chains in America, such as Jack in the Box and Carl’s Jr. , have been hit particularly hard in this downturn because at the same time they are "slugging it out with a global powerhouse" in the form of McDonald’s, which ramped up spending on advertising by more than 7% last year as others cut back. Some fast-food companies also cannibalised their own profits by trying to give customers better value. During the recession companies set prices low, hoping that once they had tempted customers through the door they would be persuaded to order more expensive items. But in many cases that strategy backfired. Last year Burger King franchisees sued the company over its double-cheeseburger promotion, claiming it was unfair for them to be required to sell these for $1 when they Cost $1.10 to make. In May a judge ruled in favour of Burger King. Nevertheless, the company may still be cursing its decision to promote cheap choices over more expensive ones because items on its "value menu" now account for around 20% of all sales, up from 12% lust October. Analysts expect the fast-food industry to grow modestly this year. But the downturn is making them rethink their strategies. Many companies are now introducing higher-priced items to entice consumers away from $1 specials. KFC, a division of Yum! Brands, which also owns Taco Bell and Pizza Hut, has launched a chicken sandwich that costs around $ 5. And in May Burger King introduced barbecue pork ribs at a hefty $ 7 for eight. The examples are given in Paragraph 3 to
In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. Mark the correct answer to each question on ANSWER SHEET TWO. Questions 6 and 7 are based on the following news. At the end of the news item, you will be given 20 seconds to answer the questions. Now listen to the news. Question 8 is based on the following news. At the end of the news item, you will be given 10 seconds to answer the question. Now listen to the news. Among all the humanitarian goods, which of the following is the most urgent for delivery
Mrs. Jennings ruled absolutely at home, when she took so much trouble as to do anything at all there — which was less often than might have been. As for Robert her husband, he was a poor stick, said the neighbours. And yet he was a man with enough of hardihood to remain a non-unionist in the erectors’ shop at Maidment’s all the years of his service; no mean test of a man’s fortitude and resolution, as many a sufferer for independent opinion might testify. The truth was that Bob never grew out of his courtshipblindness. Mrs. Jennings governed as she pleased, stayed out or came home as she chose, and cooked a dinner or didn’t, as her inclination stood. Thus it was for ten years, during which time there were no children, and Bob bore all things uncomplaining: cooking his own dinner when he found none cooked, and sewing on his own buttons. Then of a sudden came children, till in three years there were three: and Bob Jennings had to nurse and to wash them as often as not. Mrs. Jennings at this time was what is called rather a fine woman: a woman of large scale and full development; whose slatternly habit left her coarse black hair to tumble in snake-locks about her face and shoulders half the day; who, clad in half-hooked clothes, bore herself notoriously and unabashed in her fullness; and of whom ill things were said regarding the lodger. The gossips had their excuse. The lodger was an irregular young cabinet-maker, who lost quarters and halves and whole days; who had been seen abroad with his landlady, what time Bob Jennings was putting the children to bed at home; who on his frequent holidays brought in much beer, which he and the woman shared, while Bob was at work. To carry the tale to Bob would have been a thankless errand, for he would have none of anybody’s sympathy, even in regard to miseries plain to his eye. But the thing got about in the workshop, and there his days were made bitter. At home things grew worse. To return at half-past five, and find the children still undressed, screaming, hungry and dirty, was a matter of habit: to get them food, to wash them, to tend the cuts and bumps sustained through the day of neglect, before lighting a fire and getting tea for himself, were matters of daily duty. "Ah, " he said to his sister, who came at intervals to say plain things about Mrs. Jennings, "you shouldn’t go for to set a man against his wife." Whereat his sister called him a fool (it was her customary goodbye at such times), and took herself off. Bob Jennings’s intelligence was sufficient for his common needs, but it was never a vast intelligence. Now, under a daily burden of dull misery, it clouded and stooped. The base wit of the workshop he comprehended less, and realized more slowly, than before; and the gaffer cursed him for a sleepy dolt. Mrs. Jennings ceased from any pretence of housewifery, and would sometimes sit — perchance not quite sober — while Bob washed the children in the evening, opening her mouth only to express her contempt for him and his establishment, and to make him understand that she was sick of both. Once exasperated by his quietness, she struck at him, and for a moment he was another man. "Don’t do that, Melier, " he said, "else I might forget myself." His manner surprised his wife: and it was such that she never did do that again. So was Bob Jennings: without a friend in the world, except his sister, who reproached him, and the children. who squalled at him: when his wife vanished with the lodger, the clock a shade of wax flowers. Bob’s best boots (which fitted the lodger) , and his silver watch. Bob had returned, as usual, to the dirt and the children, and it was only when he struck a light that he found the clock was gone. According to the text, Bob’s sister ______ him.
______ is a social dialect of a language, often cutting across regional differences.
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