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Section AQuestions 11 to 18 are based on the conversation you have just heard.
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Section AQuestions 11 to 18 are based on the conversation you have just heard.
During your stay in the lee Hotel, you can lie in the hot tubs while enjoying
甲因强奸(未遂)曾被判处5年有期徒刑， 1994年12月释放后经商。1997年11月2日，技术监督部门扣押厂甲非法倒卖的拼装汽车，要求其缴纳罚款后发还其按废旧钢铁处理。第二天晚上，甲认为车是自己的，就携带尖刀、钳子，潜入技术监督局，试图将自己的汽车取回。当甲正在用工具撬车门时，被值班人员乙发现。在值班人员乙来抓他时，甲用尖刀刺伤了值班人员乙，致其轻伤。第三天，甲因事外出，在路上偶然碰到刚从医院就诊出来的乙。乙一下就认出甲，准备报警抓甲。甲为逃跑，朝乙的肺部猛刺一刀，乙受重伤而昏厥，甲怀疑乙已经死亡，将其推到路旁的河中。乙因河中水温低，顿时苏醒，在河中挣扎呼救，但甲置之不理，周围也无人救援，因而溺死。请根据以上陈述回答第91～95题： 关于甲盗回汽车的行为，说法正确的有：
Israel is a "powerhouse of agricultural technology", says Abraham Goren of Elbit Imaging (EI), an Israeli multinational. The country’s cows can produce as much as 37 liters of milk a day. In India, by contrast, cows yield just seven liters. Spotting an opportunity, EI is going into the Indian dairy business. It will import 10,000 cows and supply fortified and flavored milk to supermarkets and other buyers. So will EI lap up India’s milk market Not necessarily. As the Times of India points out, its cows will ruminate less than 100 miles from the headquarters of a formidable local producer—the Gujarat Co-operative Milk Marketing Federation, otherwise known as Amul. This Farmers’ Co-operative spans 2.6m members, collects 6.5m liters of milk a day, and boasts one of the longest-running and best-loved advertising campaigns In India. It has already shown "immense resilience" in the face of multinational competition, says Arindam Bhattacharya of the Boston Consulting Group (BCG). Its ice-cream business survived the arrival of Unilever; its chocolate milk has thrived despite Nestlé. Indeed, Amul is one of 50 firms—from China, India, Brazil, Russia and six other emerging economies— that BCG has anointed as "local dynamos". They are prospering in their home market, are fending off multinational rivals, and are not focused on expanding abroad. BCG discovered many of these firms while drawing up its "global challengers" list of multinationals from the developing world. The companies that were venturing abroad most eagerly, it discovered, were not necessarily the most successful at home. Emerging economies are still prey to what Harvard’s Dani Rodrik has called "export fetishism". International success remains a firm’s proudest boast, and with good reason: economists have shown that exporters are typically bigger, more efficient and pay better than their more parochial rivals. "Exporters are better" was the crisp verdict of a recent review of the data. Countries like India and Brazil were, after all, once secluded backwaters fenced off by high tariffs. Prominent firms idled along on government favors and captive markets. In that era, exporting was a truer test of a company’s worth. But as such countries have opened up, their home markets have become more trying places. Withstanding the onslaught of foreign firms on home soil may be as impressive a feat as beating them in global markets. BCG describes some of the ways that feat has been accomplished. Of its 50 dynamos, 41 are in consumer businesses, where they can exploit a more intimate understanding of their compatriots’ tastes. It gives the example of Gol, a Brazilian budget airline, which bet that its cash-strapped customers would sacrifice convenience and speed for price. Many Gol planes therefore depart at odd hours and make several hops to out-of-the-way locations, rather than flying directly. Similarly astute was India’s Titan Industries, which has increased its share of India’s wristwatch market despite the entry of foreign brands such as Timex and Swatch. It understood that Indians, who expect a good price even for old newspapers, do not throw their watches away lightly, and has over 700 after-sales centers that will replace straps and batteries. Exporters tend to be more capital-intensive than their home-bound peers; they also rely more on skilled labor. Many local dynamos, conversely, take full advantage of the cheap workforce at their disposal. Focus Media, China’s biggest "out of home" advertising company, gets messages out on flat-panel displays in 85,000 locations around the country. Those displays could be linked and reprogrammed electronically, but that might fall foul of broadcast regulations. So instead the firm’s fleet of workers on bicycles replaces the displays’ discs and flash-cards by hand. The list of multinationals resisted or repelled by these dynamos includes some of the world’s biggest names: eBay and Google in China; Wal-Mart in Mexico; SAP in Brazil. But Mr. Goren of EI is not too worried about Amul. The market is big enough for everybody, he insists. Nothing, then, is for either company to cry about. According to the passage, after EI enters the Indian dairy business,
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