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TEXT B One thing that distinguishes the online world from the real one is that it is very easy to find things. To find a copy of The Economist in print, one has to go to a news-stand, which may or may not carry it. Finding it online, though, is a different proposition. Just go to Google, type in "economist" and you will be instantly directed to economist.com. Though it is difficult to remember now, this was not always the case. Indeed, until Google, now the world’s most popular search engine, came on to the scene in September 1998, it was not the case at all. As in the physical world, searching online was a hit-or-miss affair. Google was vastly better than anything that had come before: so much better, in fact, that it changed the way many people use the web. Almost overnight, it made the web far more useful, particularly for non- specialist users, many of whom now regard Google as the internet’ s front door. The recent fuss over Google’s stock market flotation obscures its far wider social significance: few technologies, after all, are so influential that their names become used as verbs. Google began in 1998 as an academic research project by Sergey Brin and Lawrence Page, who were then graduate students at Stanford University in Palo Alto, California. It was not the first search engine, of course. Existing search engines were able to scan or "crawl" a large portion of the web, build an index, and then find pages that matched particular words. But they were less good at presenting those pages, which might number in the hundreds of thousands, in a useful way. Mr Brin’s and Mr Page’s accomplishment was to devise a way to sort the results by determining which pages were likely to be most relevant. They did so using a mathematical recipe, or algorithm, called PageRank. This algorithm is at the heart of Google’s success, distinguishing it from all previous search engines and accounting for its apparently magical ability to find the most useful web pages. Untangllng the web PageRank works by analysing the structure of the web itself. Each of its billions of pages can link to other pages, and can also, in turn, be linked to. Mr Brin and Mr Page reasoned that if a page was linked to many other pages, it was likely to be important. Furthermore, if the pages that linked to a page were important, then that page was even more likely to be important. There is, of course, an inherent circularity to this formula--the importance of one page depends on the importance of pages that link to it, the importance of wb4ch depends in turn on the importance of pages that link to them. But using some mathematical tricks, this circularity can be resolved, and each page can be given a score that reflects its importance. The simplest way to calculate the score for each page is to perform a repeating or "iterative" calculation (see article). To start with, all pages are given the same score. Then each link from one page to another is counted as a "vote" for the destination page. Each page’s score is recalculated by adding up the contribution from each incoming link, which is simply the score of the linking page divided by the number of outgoing links on that page. (Each page’s score is thus shared out among the pages it links to.) Once all the scores have been recalculated, the process is repeated using the new scores, until the scores settle down and stop changing (in mathematical jargon, the calculation "converges"). The final scores can then be used to rank search results: pages that match a particular set of search terms are displayed in order of descending score, so that the page deemed most important appears at the top of the list. We can infer from the lst paragragh that by "hit-or-miss" it is meant______.

A. before Google, searching online was impossible
B. before Google, searching online lacked accuracy
C. before Google, searching online was difficult
D. Google is easy to use

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A Recipe for SuccessNot many companies can boast of having been in business for more than three and a half centuries. Yuzaburo Mogi, president and CEO of Kikkoman Corp. — the world’s leading manufacturer of soy sauce — is well aware however that the company can’t rest on its laurels if it’s to successfully meet the challenge posed by its thousands of competitors globally. But Mogi — the first Japanese person to ever earn an MBA from the Columbia Business School in 1961 — loves a challenge.He learned American management methods through his studies at Colombia, as well as practical marketing know-bow thanks to his experience as a product demonstrator, serving soy sauce in supermarkets and at international trade fairs during his summer breaks from his studies at Columbia, which has been a source of inspiration for him through the years. In 1957, the company established Kikkoman International, Inc. in San Francisco in order to launch full-scale sales and marketing activities in the US. Test kitchens were built and home economists were recruited to come up with recipes for American-style dishes using soy sauce. The recipes were introduced in newspaper articles, on tiny recipe books attached to the necks of soy sauce bottles, and in cookbooks.Kikkoman’s strategy of building a global company that acts locally has contributed greatly to its growth. Kikkoman hires local people to operate its plants outside Japan, and develops marketing campaigns that appeal to consumers in overseas markets. The goal is to have consumers identify Kikkoman’s products as the leading locally made products in its field. "We have seen our soy sauce becoming more and more a part of the American lifestyle," Mogi says. As he notes, Kikkoman has captured 56% of the US market, double that of its nearest competitor, and the company has the top share of the world market.Kikkoman is also a leader when it comes to quality. Its soy sauce is naturally brewed, unlike many of its rival products, which are chemically produced. Kikkoman’s commitment to high quality has made it an unparalleled brand in recent decades, as consumers in the US and other countries have become more health-conscious and aware of the importance of truly natural food."That is why our soy sauce has established itself as an all-purpose seasoning, a dependable ingredient, in kitchens around the globe," Mogl says. The company developed rapidly because()

A. it was able to adapt to local marketplace.
B. its marketing strategy was global.
C. its products satisfied customers.

· Read this part of an application letter for agency.We learn from ABC Company that you are looking for a reliable firm with good connections in the foodstuffs trade to represent you in South Korea.Having had experience in marketing foodstuffs and an efficient sales network, we are confident we could develop a good market for you in South Korea.We should be pleased to learn about your interest in our proposal and terms of signing an agency agreement.For our standing in the trade, please refer to B/E Corporation.· Write a letter of reply:· thanking him for the letter· showing interest in cooperation· asking for his terms and conditions· suggesting a face-to-face talk with the General Manager.· Write 60-80 words.· Write on your Answer Sheet.

Kodak Is Changing the PictureIn September 2003, Mr Carp, CEO of Kodak, announced what he called the "biggest taming point" in Kodak’s history. There would, he said, be no more big investments in traditional film. He also reduced the company’s dividend by 72% to finance a $3 billion investment. By 2010, Mr Carp hopes for an income of $ 20 billion. In 2002, some 70% of the company’s income came from its traditional film products, the remainder from digital. By 2006, the plan is for digital income to account for 60%.That will take some doing. In the nine months to September 30th, 2003, Kodak’s net income rose by only 1.5% (to $9.5 billion), and despite the first profits from its digital cameras, net profits fell by 63% to $246 million. Over the next three years, Kodak expects film sales to fall by 10% or more every year in America and Europe, and by up to 20% a year in Japan.Companies that find their business model threatened by rapid technological change often fail to adapt successfully. Kodak is trying to take advantage of opportunities created by digital photography, such as designing easier-to-use equipment. By the year 2010, Mr Carp hopes for digital income to account for 70% of his company.()

A. Right
B. Wrong
C. Doesn’t Say

案情:2002年6月6日,某市禽蛋公司的职工与往常一样,上班后先忙着打扫卫生。公司职员王某在擦地时见财务室的保险柜未锁,会计已去水房打开水,周围也没有别人,于是便从保险柜里取出空白支票一张并加盖了印鉴放进了自己的口袋。第二天王某填好支票,来到银行以支取购货款的名义,在支票上签上了本公司采购员张某的名字,支取公司现金2万元。 问题:1.试析王某的行为构成什么罪

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