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Passage One Globalization used to mean, by and large, that business expanded from developed to emerging economies. Now it flows in both directions, and increasingly also from one developing economy to another. Business these days is all about "competing with everyone from everywhere for everything", write the authors of "Globality", a new book on this latest phase of globalization by the Boston Consulting Group (BCG). One sign of the times is the growing number of companies from emerging markets that appear in the Fortune 500 rankings of the world’s biggest firms. It now stands at 62, mostly from the so-called BRIC economies of Brazil, Russia, India and China, up from 31 in 2003, and is set to rise rapidly. On current trends, emerging-market companies will account for one-third of the Fortune list within ten years, predicts Mark Spelman, head of a global think-tank (智囊团] ) run by Accenture, a consultancy. There has been a sharp increase in the number of emerging-market companies acquiring established rich-world businesses and brands, totally demonstrating that "globalization" is no longer just another word for "Americanization". Within the past year, Budweiser, America’s favorite beer, has been bought by a Belgian-Brazilian company. And several of America’s leading financial institutions avoided bankruptcy only by going cap in hand to the sovereign-wealth funds (state-owned investment funds) of various Arab kingdoms and the Chinese government. One example of this shift in global business is Lenovo, a Chinese computer-maker. It became a global brand in 2005, when it paid around $1.75 billion for the personal-computer business of one of America’s best-known companies, IBM--including the ThinkPad laptop range beloved of many businessmen. Lenovo had the right to use the IBM brand for five years, but dropped it two years ahead of schedule, such was its confidence in its own brand. It has only just squeezed into 499th place in the Fortune 500, with worldwide revenues of $16.8 billion last year. But "this is just the start. We have big plans to grow," says Yang Yuanqing, Lenovo’s chairman. One reason why his company could afford to buy a piece of Big Blue was its leading position in a domestic market supported by GDP growth rates that dwarf (使......变小) those in developed countries. These are lifting the incomes of millions of people to a level where they start to spend on everything from new homes to cars to computers. "It took 25 years for the PC to get to the first billion consumers; the next billion should take seven years," says Bill Amelio, Lenovo’s chief executive. What is the main point of the passage
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Passage One Globalization used to mean, by and large, that business expanded from developed to emerging economies. Now it flows in both directions, and increasingly also from one developing economy to another. Business these days is all about "competing with everyone from everywhere for everything", write the authors of "Globality", a new book on this latest phase of globalization by the Boston Consulting Group (BCG). One sign of the times is the growing number of companies from emerging markets that appear in the Fortune 500 rankings of the world’s biggest firms. It now stands at 62, mostly from the so-called BRIC economies of Brazil, Russia, India and China, up from 31 in 2003, and is set to rise rapidly. On current trends, emerging-market companies will account for one-third of the Fortune list within ten years, predicts Mark Spelman, head of a global think-tank (智囊团] ) run by Accenture, a consultancy. There has been a sharp increase in the number of emerging-market companies acquiring established rich-world businesses and brands, totally demonstrating that "globalization" is no longer just another word for "Americanization". Within the past year, Budweiser, America’s favorite beer, has been bought by a Belgian-Brazilian company. And several of America’s leading financial institutions avoided bankruptcy only by going cap in hand to the sovereign-wealth funds (state-owned investment funds) of various Arab kingdoms and the Chinese government. One example of this shift in global business is Lenovo, a Chinese computer-maker. It became a global brand in 2005, when it paid around $1.75 billion for the personal-computer business of one of America’s best-known companies, IBM--including the ThinkPad laptop range beloved of many businessmen. Lenovo had the right to use the IBM brand for five years, but dropped it two years ahead of schedule, such was its confidence in its own brand. It has only just squeezed into 499th place in the Fortune 500, with worldwide revenues of $16.8 billion last year. But "this is just the start. We have big plans to grow," says Yang Yuanqing, Lenovo’s chairman. One reason why his company could afford to buy a piece of Big Blue was its leading position in a domestic market supported by GDP growth rates that dwarf (使......变小) those in developed countries. These are lifting the incomes of millions of people to a level where they start to spend on everything from new homes to cars to computers. "It took 25 years for the PC to get to the first billion consumers; the next billion should take seven years," says Bill Amelio, Lenovo’s chief executive. Globalization is conventionally considered by the public as ______.
Passage Two Antiseptics(杀菌剂) have saved countless lives, but they are most effective when the bacteria they are attacking are individual cells in suspension. Once bacteria have attached themselves to solid surfaces and formed films, they are far harder to eradicate with standard disinfectants. Bacterial pollution of medical devices is a particular problem, as those devices are then used on people whose immune systems may be in less than best condition. Surgical instruments may be treated with ultraviolet light, but that is not appropriate for everything. The result is that infections arising from bacteria attached to surfaces in clinics and hospitals are reckoned to cause up to 1.4m deaths per year. In order to develop a better method of disinfection, a team led by David Whitten of the University of New Mexico and Kirk Schanze of the University of Florida set out to design the equivalent of a mousetrap for bacteria. The device they came up with is an empty capsule five microns across. It is made of alternating layers of two polymers’(聚合体) ,one of which is positively charged, and the other negatively so. These opposite charges serve to hold the capsule together. The polymers in question also absorb light in a way that is likely to transfer the absorbed energy to nearby oxygen molecules (氧分子) to create what is known as singlet oxygen, a particularly reactive form of the element that would kill any bacteria inside the capsule. To test this idea, the two researchers ran a series of experiments in which they exposed their newly built microcapsules to Pseudomonas aeruginosa, a fatal bacterium commonly, found in hospitals, and also to Cobetia marina, a bacterium that frequently adheres to ships and marine equipment, causing dirt. They found that in both cases the microcapsules attracted and captured bacteria that were nearby. After one hour of exposure to light, they report in a forthcoming issue of Applied Materials & Interfaces, the capsules killed more than 95% of the bacteria used in the study. What kills the bacteria is clear: it is the singlet oxygen. What is attracting them into the microcapsules, though, is not well understood. The researchers infer that the positive electric charge may have the function of attracting bacteria, since many bacteria are negatively charged and would thus be attracted to the polymer in question. Alternatively, because both bacteria and polymers are repelled by water they may be pushed together by this joint repulsion. However it works, the result is what Dr. Whitten describes as a micro-sized Roach Motel ("Bacteria check in, but they don’t check out"). If the idea can be scaled up, it may prove a useful weapon in the fight against hospital-caused infection and marine-dirt alike. What can we learn about the device designed by David Whitten and Kirk Schanze
Passage Two Antiseptics(杀菌剂) have saved countless lives, but they are most effective when the bacteria they are attacking are individual cells in suspension. Once bacteria have attached themselves to solid surfaces and formed films, they are far harder to eradicate with standard disinfectants. Bacterial pollution of medical devices is a particular problem, as those devices are then used on people whose immune systems may be in less than best condition. Surgical instruments may be treated with ultraviolet light, but that is not appropriate for everything. The result is that infections arising from bacteria attached to surfaces in clinics and hospitals are reckoned to cause up to 1.4m deaths per year. In order to develop a better method of disinfection, a team led by David Whitten of the University of New Mexico and Kirk Schanze of the University of Florida set out to design the equivalent of a mousetrap for bacteria. The device they came up with is an empty capsule five microns across. It is made of alternating layers of two polymers’(聚合体) ,one of which is positively charged, and the other negatively so. These opposite charges serve to hold the capsule together. The polymers in question also absorb light in a way that is likely to transfer the absorbed energy to nearby oxygen molecules (氧分子) to create what is known as singlet oxygen, a particularly reactive form of the element that would kill any bacteria inside the capsule. To test this idea, the two researchers ran a series of experiments in which they exposed their newly built microcapsules to Pseudomonas aeruginosa, a fatal bacterium commonly, found in hospitals, and also to Cobetia marina, a bacterium that frequently adheres to ships and marine equipment, causing dirt. They found that in both cases the microcapsules attracted and captured bacteria that were nearby. After one hour of exposure to light, they report in a forthcoming issue of Applied Materials & Interfaces, the capsules killed more than 95% of the bacteria used in the study. What kills the bacteria is clear: it is the singlet oxygen. What is attracting them into the microcapsules, though, is not well understood. The researchers infer that the positive electric charge may have the function of attracting bacteria, since many bacteria are negatively charged and would thus be attracted to the polymer in question. Alternatively, because both bacteria and polymers are repelled by water they may be pushed together by this joint repulsion. However it works, the result is what Dr. Whitten describes as a micro-sized Roach Motel ("Bacteria check in, but they don’t check out"). If the idea can be scaled up, it may prove a useful weapon in the fight against hospital-caused infection and marine-dirt alike. According to the passage, the antiseptics will be less effective when ______.
Passage One Globalization used to mean, by and large, that business expanded from developed to emerging economies. Now it flows in both directions, and increasingly also from one developing economy to another. Business these days is all about "competing with everyone from everywhere for everything", write the authors of "Globality", a new book on this latest phase of globalization by the Boston Consulting Group (BCG). One sign of the times is the growing number of companies from emerging markets that appear in the Fortune 500 rankings of the world’s biggest firms. It now stands at 62, mostly from the so-called BRIC economies of Brazil, Russia, India and China, up from 31 in 2003, and is set to rise rapidly. On current trends, emerging-market companies will account for one-third of the Fortune list within ten years, predicts Mark Spelman, head of a global think-tank (智囊团] ) run by Accenture, a consultancy. There has been a sharp increase in the number of emerging-market companies acquiring established rich-world businesses and brands, totally demonstrating that "globalization" is no longer just another word for "Americanization". Within the past year, Budweiser, America’s favorite beer, has been bought by a Belgian-Brazilian company. And several of America’s leading financial institutions avoided bankruptcy only by going cap in hand to the sovereign-wealth funds (state-owned investment funds) of various Arab kingdoms and the Chinese government. One example of this shift in global business is Lenovo, a Chinese computer-maker. It became a global brand in 2005, when it paid around $1.75 billion for the personal-computer business of one of America’s best-known companies, IBM--including the ThinkPad laptop range beloved of many businessmen. Lenovo had the right to use the IBM brand for five years, but dropped it two years ahead of schedule, such was its confidence in its own brand. It has only just squeezed into 499th place in the Fortune 500, with worldwide revenues of $16.8 billion last year. But "this is just the start. We have big plans to grow," says Yang Yuanqing, Lenovo’s chairman. One reason why his company could afford to buy a piece of Big Blue was its leading position in a domestic market supported by GDP growth rates that dwarf (使......变小) those in developed countries. These are lifting the incomes of millions of people to a level where they start to spend on everything from new homes to cars to computers. "It took 25 years for the PC to get to the first billion consumers; the next billion should take seven years," says Bill Amelio, Lenovo’s chief executive. Why does the author quote the example of Lenovo in the passage
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