题目内容
在2008年北京奥运会上，中国著名运动员刘翔因腿伤退出比赛，引起人们的广泛争议。下面是新浪网站的一项调查：运动员受伤后，应该坚持还是应该退出？选项名称投票数百分比趋势应该退出,健康比金钱重要22229234.77%上升运动场就是战场,刘翔应该坚持12375219.36%上升请你结合上表，写一篇英语短文，谈谈自己的看法。词数100左右。
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H It was the summer of 1965. DeLuca, then 17, visited Peter Buck, a family friend. Buck asked DeLuca about his plans for the future. "I’m going to college, but I need a way to pay for it," DeLuca recalls saying. "Buck said, You should open a sandwich shop." That afternoon, they agreed to be partners. And they set a goal. to open 32 stores in ten years. After doing some research, Buck wrote a check for $1000. DeLuca rented a storefront (店面) in Connecticut, and when they couldn’t cover their start-up costs, Buck kicked in another $1000. But business didn’t go smoothly as they expected. DeLuca says, "After six months, we were doing poorly, but we didn’t know how badly, because we didn’t have any financial controls. " All he and Buck knew was that their sales were lower than their costs. DeLuca was managing the store and going to the University of Bridgeport at the same time. Buck was working at his day job as a nuclear physicist in New York. They’d meet Monday evenings and brainstorm ideas for keeping the business running. "We convinced ourselves to open a second store. We figured we could tell the public, "We are so successful, we are opening a second store." And they did-in the spring of 1966. Still, it was a lot of learning by trial and error. But the partners "learn-as-you-go approach turned out to be their greatest strength. Every Friday, DeLuca would drive around and hand-deliver the checks to pay their suppliers. It probably took me two and a half hours and it wasn’t necessary, but as a result, the suppliers got to know me very well, and the personal relationships established really helped out," DeLuca says. And having a goal was also important. "There are so many problems that can get you down. You just have to keep working toward your goal," DeLuca adds. DeLuca ended up founding Subway Sandwich, the multimillion-dollar restaurant chain. What can we learn about their first shop
His package looks pretty, people will buy just about anything. So says an advertising executive in New York, and he has proved his point by selling boxes of rubbish for the price of an expensive bottle of wine. Justin Gignac, 26, has sold almost 900（1）presented plastic boxes of rubbish from the street of the Big Apple at between ＄50 and ＄100 each. Buyers from 19 countries have paid for the souvenirs(纪念品). The idea has been so successful that he is thinking of promoting it around the world. It all began when Mr. Gignac was at a summer workshop. "We had a discussion about his importance of （2）," he recalls. "Someone said packaging was unimportant. I disagreed. The only way to prove it was by selling something nobody would ever want." He searches the streets of Manhattan and typical（3） include broken glass, subway tickets, Starbucks cups and used（4）forks. "Special editions" are offered at a high price. He charged ＄100 for rubbish from the opening day of the New York Yankees stadium. Mr. Gignac denies（5）his customers for fools: "They know what they're getting. They appreciate the fact that they're taking something nobody would want and finding beauty in it." Some（6）customers include people who used to live in the city and want a down to earth souvenir. He claims he has even sold to art collectors. Realizing that the concept appears to be a real moneymaker, Mr. Gignac has（7）a company and is employing his girlfriend as vice president. He（8）to discuss his profit margins: "Its actually quite a lot of effort putting them together-but yet, garbage is free."Mr. Gignac is considering more varieties of souvenirs. He maintains that he has signed（9）with people interested in（10）projects from as far as Berlin and London. 第（4）空应选择（）
H It was the summer of 1965. DeLuca, then 17, visited Peter Buck, a family friend. Buck asked DeLuca about his plans for the future. "I’m going to college, but I need a way to pay for it," DeLuca recalls saying. "Buck said, You should open a sandwich shop." That afternoon, they agreed to be partners. And they set a goal. to open 32 stores in ten years. After doing some research, Buck wrote a check for $1000. DeLuca rented a storefront (店面) in Connecticut, and when they couldn’t cover their start-up costs, Buck kicked in another $1000. But business didn’t go smoothly as they expected. DeLuca says, "After six months, we were doing poorly, but we didn’t know how badly, because we didn’t have any financial controls. " All he and Buck knew was that their sales were lower than their costs. DeLuca was managing the store and going to the University of Bridgeport at the same time. Buck was working at his day job as a nuclear physicist in New York. They’d meet Monday evenings and brainstorm ideas for keeping the business running. "We convinced ourselves to open a second store. We figured we could tell the public, "We are so successful, we are opening a second store." And they did-in the spring of 1966. Still, it was a lot of learning by trial and error. But the partners "learn-as-you-go approach turned out to be their greatest strength. Every Friday, DeLuca would drive around and hand-deliver the checks to pay their suppliers. It probably took me two and a half hours and it wasn’t necessary, but as a result, the suppliers got to know me very well, and the personal relationships established really helped out," DeLuca says. And having a goal was also important. "There are so many problems that can get you down. You just have to keep working toward your goal," DeLuca adds. DeLuca ended up founding Subway Sandwich, the multimillion-dollar restaurant chain. What contribute most to their success according to the author
E Federal regulators Wednesday approved a plan to create a nationwide emergence alert (警报) system using text messages delivered to cell phones. Text messages have exploded in popularity in recent years, particularly among young people. The wireless industry’s trade association, CTIA, estimates(估计) more than 48 billion text messages are sent each month. The plan comes from the Warning Alert and Response Network Act, a 2006 federal law that requires improvements to the nation’s emergency alert system. The act tasked the Federal Communications Commission (FCC) with coming up with new ways to alert the public about emergencies. "The ability to deliver accurate and timely warnings and alerts through cell phones and other mobile services is an important next step in our efforts to help ensure that the American public has the information they need to take action to protect themselves and their families before, and during, disasters and other emergencies," FCC Chairman Kevin Martin said following approval of the plan. Participation in the alert system by carriers telecommunications companies is voluntary, but it has received solid support from the wireless industry. The program would be optional for cell phone users. They also may not be charged for receiving alerts. There would be three different types of messages, according to the rules. The first would be a national alert from the president, likely involving a terrorist attack or natural disaster. The second would involve "approaching threats," which could include natural disasters like hurricanes or storms or even university shootings. The third would be reserved for child abduction (绑架) emergencies, or so-called Amber Alerts. The service could be in place by 2010. An alert message will NOT be sent if ______.
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