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头肩底是头肩顶的倒转形态，是一个可靠的买进时机。 ()
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Questions 9-13
Do the following statements agree with the information given in Reading Passage 1？
In boxes 9-13 on your answer sheet write
TRUE——if the information in the text agrees with the statement
FALSE——if the information in the text contradicts the statement
NOT GIVEN——if there is no information on this
Large developing economies should not have any problems in the future.
If one country increases production, another country will have to reduce its production.
向不同的会计资料使用者都提供的财务会计报告，其编制依据应当一致。()
READING PASSAGE 3
You should spend about 20 minutes on Questions 27-40, which are based on Reading Passage 3 below.
Are You Experienced？
How we spend our money is changing. In the new 'experience economy' we pay to do things, not have things. Trevor Beattie, the advertising supremo, has earned millions by devising original and controversial publicity campaigns. His agency assembled the arresting FCUK logo for French Connection. However, he doesn't believe in amassing expensive emblems of success, instead lavishing his fortune on such ephemeral things as flights in a MiG jet, or flying his mum on Concorde. He says that buying a Porsche is the saddest thing in the history of money.
Beattie is not alone in prizing memories above materialism. For a truly special birthday party, a Ferrari in a ribbon will no longer cut it. What the super-rich really want is their own private Rolling Stones concert (cost: ￡2 million) or a trip into space (￡100000, courtesy of Virgin Galactic). Even the rest of us don't particularly want stuff any more: we'd rather enjoy a day at the races, a massage, a ride in a hot-air balloon or a weekend cookery course run by a Michelin-starred chef. These are all symptomatic of the growing "experience economy", which has evolved out of a culture of mass affluence. With our basic needs satisfied -- the disposable income of Britons is double what it was in 1980 -- we are becoming increasingly choosy about how we spend our money. Rather than upgrading our car or television, we'll spend the cash in coffee shops, hotels, restaurants, sports clubs and theme parks. We'll splash out on European city breaks or walking the Inca trail. Experiences, in other words. The amount that British people spend on retail goods as a proportion of consumer spending has gone down in the past ten years. That money has migrated to restaurants, leisure and budget travel, as well as mobile phone calls.
Even that most acquisitional of pursuits, shopping, has had to wake up to the experience economy. Shopping malls such as Bluewater have acknowledged the arrival of the experience economy by restyling themselves as destinations for a family day out. You can browse, dine and take in a film; the shopping is optional. Companies such as Marks & Spencer recognise the trend, which is why they've started putting coffee shops and bookshops in their stores. The experience of shopping is just as important to us as what we end up taking home.
The "experience economy" was first predicted in a 1998 article in the Harvard Business Review by James Gilmore, an American business consultant who advocates, among other things, sleep deprivation as an idea booster. The idea was later expanded into The Experience Economy: Work is Theatre & Every Business a Stage. Written with B. Joseph Pine, the book posits that we are in the middle of a profound economic shift. Just as we moved from a goods to a service economy, now we are shifting from a service to an experience economy.
Accordingly, to stand out in the marketplace, companies need to offer not just goods and services but experiences. Companies are no longer mere suppliers but stagers of events designed to be experienced. The newest retail stores prove the point: the flagship 'Toys "R" Us' shop in Times Square in New York is no "pile 'em high, sell 'em cheap" emporium. Visitors are immersed in the Toys "R" Us experience as soon as they encounter the Ferris wheel at the front door. Other attractions include two floors designed as a Barbie house, and an anima-tronic dinosaur. Shoppers are called guests.
The idea is to foster an emotional attachment between company and consumer, and hope that "guests" will want to acquire a memento that reminds them of the warm fuzzy feelings they had during the experience. The hippest companies of the moment -- Starbucks, Apple and, on a smaller scale, the drinks company Innocent -- are all admired within the business indust
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