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案情：2005年1月1日，甲与乙口头约定，甲承租乙的一套别墅，租期为五年，租金一次付清，交付租金后即可入住。洽谈时，乙告诉甲屋顶有漏水现象。为了尽快与女友丙结婚共同生活，甲对此未置可否，付清租金后与丙入住并办理了结婚登记。入住后不久别墅屋顶果然漏水，甲要求乙进行维修，乙认为在订立合同时已对漏水问题提前作了告知，甲当时并无异议，仍同意承租，故现在乙不应承担维修义务。于是，甲自购了一批瓦片，找到朋友开的丁装修公司免费维修。丁公司派工人更换了漏水的旧瓦片，同时按照甲的意思对别墅进行了较大装修。更换瓦片大约花了10天时间．装修则用了一个月，乙不知情。更换瓦片时，一名工人不慎摔伤，花去医药费数千元。2005年6月，由于新换瓦片质量问题，别墅屋顶出现大面积漏水，造成甲一万余元财产损失。2006年4月，甲遇车祸去世，丙回娘家居住。半年后丙返回别墅，发现戊已占用别墅。原来，2004年12月甲曾向戊借款10万元，并亲笔写了借条，借条中承诺在不能还款时该别墅由戊使用。在戊向乙出示了甲的亲笔承诺后，乙同意戊使用该别墅，将房屋的备用钥匙交付于戊。问题： 别墅装修问题应如何处理理由是什么？
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Questions 1～3 Toward the end of every calendar year, Ian Robertson puts his small arsenal of expensive fountain pens into overdrive. That’s when Rolls-Royce Motor Cars sends a yearbook to customers who have purchased a Rolls since Jan. 1,2003, when production began under the German automaker BMW. As head of Rolls-Royce, Robertson personally signs each book’s accompanying cover letter. The bespoke touch is appreciated by the company’s superrich clientele—which numbered 2,800 when Robertson performed the task last year. "With that many customers," he says, "I could just about do it. " This year Robertson may need an autopen. The iconic British car company is expecting already rising sales to soar, relatively speaking. This is, after all, a company whose ambition is to sell a mere 1,000 cars a year. That’s a goal within reach, thanks to upcoming expansions of the product line, increasing numbers of extremely rich potential buyers and fast-growing Asian markets. Last year Rolls sold 805 Phantoms, its main model, slightly more than the previous year. Revenues were also up—the company won’t say by how much—largely because of the newly introduced extended- wheelbase Phantom, which has a base price of $403,000, or $ 63,000 more than the standard version. Garel Rhys, emeritus professor of automotive economics at Cardiff Business School in Wales, applauds the company’s performance since its acquisition by BMW: "You couldn’t expect much better." In July, it rolled out the Drophead Coupe, a two-door convertible Phantom starting at $ 407,000. Overall, Robertson predicts, the firm should enjoy double-digit sales growth this year. The company began life in 1904, when Charles Rolls, an aristocratic automobile aficionado and dealership owner, joined forces with fledgling carmaker Henry Royce. Then and now, the company’s cars were big, powerful, stately and silent. In 1931, Roils acquired the more sporty, slightly less expensive rival Bentley. When Roll—which also made aircraft engines—went bust in 1971, the auto and aerospace units became separate companies. After a variety of owners, BMW took over. It now builds the cars at a plant in Sussex, England, operating one line and one shift that turns out four or five hand-built cars a day. The 550 employees include craftsmen—skilled cabinet—and saddle makers, for example. Most Rolls are made to order; on average, customers pay $ 20,000 to have their car customized. The company is adding a second line next year and a second shift in 2009 to handle (at the same careful pace) both the Drophead and other planned new cars. For its first Rolls, BMW opted to resurrect the Phantom—a big sedan limousine that all but begs to be chauffeur-driven. That meant targeting the very rich, whose legions are growing fast. Rolls wants to increase its market share while still remaining at the price pinnacle. Next year it’s introducing a hardtop coupe version of the Phantom and launching a smaller, as-yet-unnamed sedan. So who is willing to pay a small ransom to own a Roller Buyers tend to be entrepreneurs, show-business celebrities or sports stars; few are corporate executives. One factor working for Rolls in developing economies: showing off one’s megabucks is culturally acceptable in China. That helps explain why China is now Rolls’ third largest and fastest-growing market, accounting for 10% of sales. (The U.S. still accounts for 45%.) It was a Beijing property developer who last year paid a record $ 2.3 million for a superstretch Phantom. BMW will certainly be happy to see Rolls generating profits, given the $1.2 billion Rhys estimates it put into the company. Rolls won’t budge Beemer’s bottom line, given the parent Company’s $ 65 billion in sales. But owning Rolls-Royce gives BMW prestige and bragging rights. It proves it can sell cars that sweep the breadth of the market, from budget to budget-busting. Should the world’s economy sputter and car sales drop off a cliff, "Rolls-Royce would probably be the first thing to go," Rhys says. But for now, like that iconic spirit of ecstasy that makes up its hood ornament, Rolls-Royce looks poised to speed ahead.1.What can we learn from Ian Robertson’s experience at the beginning of the passage
Questions 1 to 5 are based on the following conversation.
Many European countries have devoted a high proportion of their GDP to public spending and many governments cannot wait to get out of their new-found business of running banks and car companies. But the past decade has clearly produced changes which, taken cumulatively, have put the question of the state back at the centre of political debate. The obvious reason for the change is the financial crisis. As global markets collapsed, governments intervened on an unprecedented scale, injecting liquidity into their economies and taking over, or otherwise rescuing, banks and other companies that were judged "too big to fail". A few months after Lehman Brothers had collapsed, the American government was in charge of General Motors and Chrysler, the British government was running high street banks. The crisis upended conventional wisdom about the relative merits of governments and markets. Where government was once the problem, today the default villain is the market. Yet even before Lehman Brothers collapsed the state was on the march.
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