2019年6月六級(jí)閱讀試題

2019年6月大學(xué)生英語(yǔ)六級(jí)考試真題第一套TheBestRetailersCombineBricksandClicksRetailprofitsarefallingsharply.Storesareclosing.Mallsareemptying.Thedepressingstoriesjustkeepcoming.ReadingtheearningsannouncementsoflargeretailstoreslikeMacy's,Nordstrom,andTargetisaboutasupliftingasatourofanintensivecareunit.Theinteractisapparentlytakingdownyetanotherindustry.Brickandmortarstores實(shí)(體店)seemtobegoingthewayoftheyellowpages.Sureenough,theCensusBureaujustreleaseddatashowingthatonlineretailsalessurged15.2percentbetweenthefirstquarterof2015andthefirstquarterof2016.Butbeforeyoudumpallofyourretailstocks,therearemorefactsyoushouldconsider.Lookingonlyatthat15.2percent"surge"wouldbemisleading.Itwasanincreasethatwasonasmallbaseof6.9percent.Evenwhenatinynumbergrowsbyalargepercentageterms,itisoftenstilltiny.Morethan20yearsaftertheinternetwasopenedtocommerce,theCensusBureautellsusthatbrickandmortarsalesaccountedfor92.3percentofretailsalesinthefirstquarterof2016.Theirdatashowthatonly0.8percentofretailsalesshiftedfromofflinetoonlinebetweenthebeginningof2015and2016.So,despiteallthetalkaboutdrone(無(wú)人機(jī))deliveriestoyourdoorstep,alltheretailexecutivesexpressinganxietyoverconsumersgoingonline,andevenaPresidentialcandidateexclaimingthatAmazonhasa"hugeantitrustproblem,"theCensusdatasuggestthatphysicalretailisthriving.Ofcourse,theclosedstores,depressedexecutives,andsinkingstockssuggestotherwise.What'stherealstory?Manyfirmsoperatingbrickandmortarstoresareintrouble.Theretailindustryisgettingreinvented,aswedescribeinournewbookMatchmakers.It'sstandinginthePathofwhatSchumpetercalledagale(大風(fēng))ofcreativedestruction.Thatstormhasbeenbrewingforsometime,andasithasreachedgaleforce,mostlargeretailersaresearchingforaresponse.AstheCFOofMacy'sputitrecently,“We'refranklyscratchingourheads.”Butit'snothappeningasexpertspredicted.Ibubble,brickandmortarretailwasoneofthoseindustriestheinternetwasgoingtokill-andquickly.Thedot.cornbustdiscreditedmostpredictionsofthatsortandintheyearsthatfollowed,onventionalretailers'confidenceinthefutureincreasedasCensuscontinuedtoreportweakonlinesales.Andthenthegalehit.Itisbecomingincreasinglyclearthatretailreinventionisn'tasimplebattletothedeathbetweenbricksandclicks.Itisaboutdevisingretailmodelsthatworkforpeoplewhoaremakingincreasinguseofagrowingarrayofinternet-connectedtoolstochangehowtheysearch,shop,andbuy.Creativeretailersareusingthenewtechnologiestoinnovatejustabouteverythingstoresdofrommanaginginventory,tomarketing,togettingpaid.Morethandronesdroppinganewsupplyofunderwearonyourdoorstep,Apple'smassivelysuccessfulbrick-and-mortar-and-glassretailstoresandAmazon'ssmallstepsinthesamedirectionarewhatshouldkeepold-fashionedretailersawakeatnight.Nottomentionthelargenumberofcreativenewretailers,likeBonobos,thatareblendingonlineandofflineexperiencesincreativeways.Retailreinventionisnotasimpleprocess,andit'salsonothappeningonwhatusedtobecalled"InternetTime."Someinternet-drivenchangeshavehappenedquickly,ofcourse.Craigslistquicklyovertooknewspaperclassifiedadsandturnednewspapereconomicsupsidedown.Butmanywidelyanticipatedchangesweren'tquick,andsomehaven'treallystarted.Withthebenefitofhindsight(后見之明),itlooksliketheinteractwilltransformtheeconomyatsomethinglikethepaceofothergreatinventionslikeelectricity.B2Bcommerce,forexample,didn'tmovemainlyonlineby2005asmanyhadpredictedin2000,norevenby2016,butthatdoesn'tmeanitwon'tdosooverthenextfewdecades.Butthegaleisstillblowing.Thesuddendeclineinfoottrafficinrecentyears,eventhoughithasn'tbeenaccompaniedbyamassivedeclineinphysicalsales,isacriticalwarning.Peoplecanshopmoreefficientlyonlineandthereforedon'tneedtogotoasmanystorestofindwhattheywant.There'sasurplusofphysicalshoppingspaceforthecrowds,whichisonereasonwhystoresaredownsizingandclosing.Theriseofthemobilephonehasrecentlyaddedanewlevelofcomplexitytotheprocessofretailreinvention.Evenfiveyearsagomostpeoplefacedachoice.Sitatyourcomputer,probablyathomeorattheoffice,searchandbrowse,andbuy.Orheadouttothemall,orMainStreet,lookandshop,andbuy.Now,justabouteveryonehasasmartphone,connectedtotheinternetalmosteverywherealmostallthetime.Evenwhenaretailergetsacustomertowalkinthestore,shecaneasilyseeifthere'sabetterdealonlineoratanotherstorenearby.Sofar,themainthingmanylargeretailershavedoneinresponsetoallthisistoopenonlinestores,sopeoplewillcometothemdirectlyratherthantoAmazonanditssmalleronlinerivals.Manyarehavingthesameproblemthatnewspapershave.Eveniftheygetonlinetraffic,theystruggletomakeenoughmoneyonlinetocompensateforwhattheyarelosingoffline.Afewseemtobemakingthiswork.Amonglargetraditionalretailers,Walmartrecentlyreportedthebestresults,leadingitsstockpricetosurge,whileMacy's,Target,andNordstrom'sdropped.YetWalmart'syear-over-yearonlinesalesonlygrew7percent,leadingitsCEOtolament(哀嘆),“Growthhereistooslow.”PartoftheproblemisthatalmosttwodecadesafterAmazonfiledtheone.clickpatent,theonlineretailshoppingandbuyingexperienceisfilledwithfrictions.Arecentstudygradedmorethan600internetretailersonhoweasyitwasforconsumerstoshop,buy,andpay.Almosthalfofthesitesdidn'tgetapassinggradeandonly18percentgotanAorB.<TheturmoilonthegroundinphysicalretailishardtosquarewiththeCensusdata.Unfortunately,partoftheexplanationisthattheCensusretaildataareunreliable.Ourdeep100kintothosedataandtheirpreparationrevealedseriousproblems.ItseemslikelythatCensussimplymisclassifiesalargechunkofonlinesales.ItiscertainthattheCensusprocedures,whichlumptheonlinesalesofmajortraditionalretailerslikeWalmartwith“non-storeretailers"1ikefoodtrucks.canmaskmajorchangesinindividualretailcategories.Thebureaucouldeasilypresenttheirdatainmoreusefulways.buttheyhavechosennotto.Despitetheturmoil,brickandmortarwon'tdisappearanytimesoon.Thebigquestionsarewhich,ifany,ofthelargetraditionalretailerswillstillbeonthesceneinadecadeortwobecausetheyhavesuccessfullyreinventedthemselves,whichnewplayerswilloperatebusystoresonMainStreetsandmaybeeveninshoppingmalls,andhowtheshoppingandbuyingexperiencewillhavechangedineachretailcategory.Investorsshouldn'twriteoffbrickandmortar.Whethertheyshouldbetonthetraditionalplayerswhorunthosestoresnowisanothermatter36.Althoughonlineretailinghasexistedforsometwentyyears,nearlyhalfoftheinternetretailersstillfailtoreceivesatisfactoryfeedbackfromconsumers,accordingtoarecentsurvey.37.Innovativeretailersintegrateinternettechnologieswithconventionalretailingtocreatenewretailmodels.38.DespitewhattheCensusdatasuggest,thevalueofphysicalretail'sstockshasbeendropping.39.Innovative—drivenchangesintheretailindustrydidn'ttakeplaceasquicklyaswidelyanticipated.Statisticsindicatethatbrickandmortarsalesstillmadeupthelion'sshareoftheretailbusiness.Companiesthatsuccessfullycombineonlineandofflinebusinessmodelsmayprovetobeabigconcernfortraditionalretailers.Brickandmortarretailers'faithintheirbusinesswasstrengthenedwhenthedotcombubbleburst.Despitethetremendouschallengesfromonlineretailing,traditionalretailingwillbeheretostayforquitesometime.Withtheriseofonlinecommerce,physicalretailstoresarelikelytosufferthesamefateasitheyellowpages.Thewideuseofsmartphoneshasmadeitmorecomplexfortraditionalretailerstoreinventtheirbusiness.PassageoneProfessorStephenHawkinghaswarnedthatthecreationofpowerfulartificialintelligence(AI)willbe“eitherthebest,ortheworstthing,evertohappentohumanity”,andpraisedthecreationofanacademicinstitutededicatedtoresearchingthefutureofintelligenceas“crucialtothefutureofourcivilizationandourspecies.”HawkingwasspeakingattheopeningoftheLeverhulmeCentrefortheFutureofIntelligence(LCFI)atCambridgeUniversity,amulti-disciplinaryinstitutethatwillattempttotacklesomeoftheopen-endedquestionsraisedbytherapidpaceofdevelopmentinAIresearch.“Wespendagreatdealoftimestudyinghistory,”Hawkingsaid,“which,let'sfaceit,ismostlythehistoryofstupidity.Soit'sawelcomechangethatpeoplearestudyinginsteadthefutureofintelligence.”Whiletheworld-renownedphysicisthasoftenbeencautiousaboutAI,raisingconcernsthathumanitycouldbethearchitectofitsowndestructionifitcreatesasuper-intelligencewithawillofitsown,hewasalsoquicktohighlightthepositivesthatAIresearchcanbring.“Thepotentialbenefitsofcreatingintelligencearehuge,”hesaid.“WecannotpredictwhatwemightachievewhenourownmindsareamplifiedbyAI.Perhapswiththetoolsofthisnewtechnologicalrevolution,wewillbeabletoundosomeofthedamagedonetothenaturalworldbythelastone一industrialization.Andsurelywewillaimtofinallyeradicatediseaseandpoverty.Andeveryaspectofourliveswillbetransformed.Inshort,successincreatingAIcouldbethebiggesteventinthehistoryofourcivilization.”HuwPrice,thecentre'sacademicdirectorandtheBertrandRussellprofessorofphilosophyatCambridgeUniversity,whereHawkingisalsoanacademic,saidthatthecentrecameaboutpartiallyasaresultoftheuniversity'sCentreforExistentialRisk.Thatinstituteexaminedawiderrangeofpotentialproblemsorhumanity,whiletheLCFIhasanarrowfocus.AIpioneerMargaretBoden,professorofcognitivescienceattheUniversityofSussex,praisedtheprogressofsuchdiscussions.Asrecentlyas2009,shesaid,thetopicwasn'ttakenseriously,evenamongAIresearchers.“AIishugelyexciting,”shesaid,“butithaslimitations,whichpresentgracedangersgivenuncriticaluse.”TheacademiccommunityisnotaloneinwarningaboutthepotentialdangersofAIaswellasthepotentialbenefits.Anumberofpioneersfromthetechnologyindustry,mostfamouslytheentrepreneurElonMusk,havealsoexpressedtheirconcernsaboutthedamagethatasuper-intelligentAIcoulddotohumanity.WhatdidStephenHawkingthinkofartificialintelligence?Itwouldbevitaltotheprogressofhumancivilization.Itmightbeablessingoradisasterinthemaking.Itmightpresentchallengesaswellasopportunities.Itwouldbeasignificantexpansionofhumanintelligence.WhatdidHawkingsayaboutthecreationoftheLCFI?ItwouldacceleratetheprocessofAIresearch.ItwouldmarkastepforwardintheAIindustry.Itwasextremelyimportanttothedestinyofhumankind.Itwasanachievementofmulti-disciplinarycollaboration.WhatdidHawkingsaywasawelcomechangeinAIresearch?Theshiftofresearchfocusfromthepasttothefuture.Theshiftofresearchfromtheorytoimplementation.ThegreateremphasisonthenegativeimpactofAI.Theincreasingawarenessofmankind'spaststupidity.WhatconcernsdidHawkingraiseaboutAI?Itmayexceedhumanintelligencesoonerorlater.Itmayultimatelyover-amplifythehumanmind.Super-intelligencemaycauseitsowndestruction.Super—intelligencemayeventuallyruinmankind.Whatdowelearnaboutsomeentrepreneursfromthetechnologyindustry?Theyaremuchinfluencedbytheacademiccommunity.TheyaremostlikelytobenefitfromAIdevelopment.TheysharethesameconcernsaboutAIasacademic.TheybelievetheycankeepAIunderhumancontrol.PassagetwoThemarketforproductsdesignedspecificallyforolderadultscouldreach$30billionbynextyear,andstartups(初倉(cāng)U公司)wantinontheaction.Whattheysometimeslackisfeedbackfromthepeoplewhotheyhopewillusetheirproducts.SoBrookdale,thecountry'slargestownerofretirementcommunication,hasbeeninvitingafewselectentrepreneursjusttomoveinforafewdays,showofftheirproductsandhearwhattheresidentshavetosay.That'swhatbroughtDayleRodriguez,28,allthewayfromEnglandtothediningroomofBrookdaleSouthBayinTorrance,California.RodriguezisthecommunityandmarketingmanagerforacompanycalledSentab.Thestartup'sproduct,SentabTV,enablesolderadultswhomaynotbecomfortablewithcomputerstoaccessemail,videochatandsocialmediausingjusttheirtelevisionsandaremotecontrol.“It'snothingnew,it'snothingtoocomplicatedandit'snaturalbecauselotsofpeoplehaveTVremotes,”saysRodriguez.ButnoneofthatisthetopicofconversationintheBrookdalediningroom.Instead,Rodriguezsolicitsresidents'adviceonwhatheshouldgetonhischeeseburgerandhowheshouldspendtheafternoon.Playingcardswasontheagenda,aswellaslearningtoplaymahjong(麻將).Rodriguezsaysit'simportantthatresidentsheredon'tfeellikehe'ssellingthemsomething.“I'vehadmorefeedbackinapassiveapproach,”hesays.“Playingpool,playingcards,havingdinner,havinglunch,”allworkbetter“thangoingthroughasurveyofquestions.Whentheygettoknowmeandtotrustme,knowingforsureI'mnotsellingthemsomething一there'llbemorehonestfeedbackfromthem.”RodriguezisjusttheseventhentrepreneurtomoveintooneofBrookdale's1,100seniorlivingcommunities.Othernewproductsintheprogramhaveincludedakindoffull-bodyblowdryerandspeciallydesignedclothingthatallowspeoplewithdisabilitiestodressandundressthemselves.MaryLouBusch,93,agreedtotrytheSentabsystem.ShetellsRodriguezthatitmightbegoodforsomeone,butnotforher.“IhavethecomputerandFaceTime,whichItalkwithmyfamilyon,”sheexplains.ShealsohasaniPadandasmartphone.“SoIdoprettymucheverythingIneedtodo.”Tobefair,ifRodriguezhadwantedfeedbackfromsomemoretechnophobic(害怕技術(shù)的)seniors,hemighthaveendedupinthewrongBrookdalecommunity.ThisoneislocatedintheheartofSouthernCalifornia'saerospacecorridor.Manyresidentshavebackgroundsinengineering,businessandacademiccircles.ButRodriguezsayshe'sstilllearningsomethingimportantbymovingintothisBrookdalecommunity:“Peoplearemoretech-proficientthanwethought.”Andbesides,whereelsewouldhelearntoplaymahjong?Whatdoesthepassagesayaboutthestartups?Theyneverlosetimeinupgradingproductsforseniors.Theywanttohaveashareoftheseniors'goodsmarket.Theyinviteseniorstotheircompaniestotrytheirproducts.Theytrytoprofitfrompromotingdigitalproductstoseniors.SomeentrepreneurshavebeeninvitedtoBrookdaleto.haveaninterviewwithpotentialcustomersconductasurveyofretirementcommunitiescollectresidents'feedbackontheirproductsshowseniorresidentshowtouseITproductsWhatdoweknowaboutSentabTV?ItisaTVprogramcateringtotheinterestoftheelderly.ItisadigitalTVwhichenjoyspopularityamongseniors.ItisaTVspeciallydesignedforseniorstoviewprograms.ItisacommunicationsystemviaTVinsteadofacomputer.WhatdoesRodriguezsayisimportantinpromotingproducts?Winningtrustfromprospectivecustomers.Knowingthelikesanddislikesofcustomers.Demonstratingtheirsuperiorityonthespot.Respondingpromptlytocustomerfeedback.WhatdowelearnabouttheseniorsintheBrookdalecommunity?MostofthemareinterestedinusingtheSentab.Theyarequiteateasewithhigh-techproducts.Theyhavemuchincommonwithseniorselsewhere.Mostofthemenjoyalongerlifethanaveragepeople.第二套CompaniesAreWorkingwithConsumerstoReduceWasteAsconsumers,weareverywasteful.Annually,theworldgenerates1.3billiontonsofsolidwaste.Thisisexpectedtogoupto2.2billionby2025.Thedevelopedcountriesareresponsiblefor44%ofwaste,andintheU.S.alone,theaveragepersonthrowsawaytheirbodyweightinrubbisheverymonth.Conventionalwisdomwouldseemtosuggestthatcompanieshavenoincentivetolengthenthelifecycleoftheirproductsandreducetherevenuetheywouldgetfromsellingnewgoods.Yet,moreandmorebusinessesarethinkingabouthowtoreduceconsumerwaste.Thisispartlydrivenbytherisingpriceofrawmaterialsandmetals.Itisalsopartlyduetobothconsumersandcompaniesbecomingmoreawareoftheneedtoprotectourenvironment.Whenchoosingwhatproductstobuyandwhichbrandstobuyfrom,moreandmoreconsumersarelookingintosustainability.Thisisopposedtojustpriceandperformancetheywereconcernedaboutinthepast.Inasurveyof54oftheworld'sleadingbrands,almostallofthemreportedthatconsumersareshowingincreasingcareaboutsustainablelifestyles.Atthesametime,surveysonconsumersintheU.S.andtheU.K.showthattheyalsocareaboutminimizingenergyuseandreducingwaste.Forthemostpart,consumerscontrolwhathappenstoaproduct.Butsomecompaniesarerealizingthatplacingtheburdenofrecyclingentirelyontheconsumerisnotaneffectivestrategy,especiallywhentossingsomethingawayseemsliketheeasiestandmostconvenientoption.Someretailersandmanufacturersintheclothing,footwear,andelectronicsindustrieshavelaunchedenvironmentalprograms.Theywanttomaketheircustomersinterestedinpreservingtheirproductsandpreventingthingsthatstillhavevaluefromgoingtothegarbagedump.Byofferingservicestohelpexpandthelongevityoftheirproducts,they'repromisingqualityanddurabilitytoconsumers,andreceivingthereputationalgainsforbeingenvironmentallyfriendly.Forexample,theSwedishjeanscompanyNudieJeansoffersfreerepairattwentyoftheirshops.Insteadofdiscardingtheiroldworn-outjeans,customersbringthemintoberenewed.Thecompanyevenprovidesmail-orderrepairkitsandonlinevideos,sothatcustomerscanlearnhowtofixapairofjeansathome.Theirphilosophyisthatextendingthelifeofapairofjeansisnotonlygreatfortheenvironment,butallowstheconsumertogetmorevalueoutoftheirproduct.Whencustomersdowanttotosstheirpair,theycangivethembacktothestore,whichwillrepurposeandresellthem.Anotherclothingcompany,Patagonia,ahigh-endoutdoorclothingstore,followsthesameprinciple.IthaspartneredwithDIYwebsiteiFixittoteachconsumershowtorepairtheirclothing,suchaswaterproofouterwear,athome.Thecompanyalsooffersarepairprogramfortheircustomersforamodestfee.Currently,Patagoniarepairsabout40,000garmentsayearintheirReno,Nevada,servicecenter.Accordingtothecompany'sCEO,RoseMarcario,thisisaboutbuildingacompanythatcaresabouttheenvironment.Atthesametime,offeringrepairsupportstheperceivedqualityofitsproducts.InBrazil,themultinationalcorporationAdidashasbeenrunningashoe-recyclingprogramcalled“SustainableFootprint”since2012.CustomerscanbringshoesofanybrandintoanAdidasstoretobeshreddedandturnedintoalternativefuelsforenergycreationinsteadofbeingburnedastrash.Theyareusedtofuelcementovens.Tomotivatevisitorstobringinmoreoldshoes,AdidasBrazilpromotestheprograminstoresbyshowingvideostoeducatecustomers,anditevenoffersadiscounteachtimeacustomerbringsinanoldpairofshoes.ThisbooststhereputationandimageofAdidasbymakingpeoplemoreawareofthecompany'svalues.Enormousopportunitiesalsoliewithe-waste.Itisestimatedthatin2014theworldproducedsome42millionmetrictonsofe-waste(discardedelectricalandelectronicequipmentanditsparts)withNorthAmericaandEuropeaccountingfor8and12millionmetrictonsrespectively.Thematerialsfrome-wasteincludeiron,copper,gold,silver,andaluminummaterialsthatcouldbereused,resold,salvaged,orrecycled.Together,thevalueofthesemetalsisestimatedtobeabout$52billion.ElectronicsgiantslikeBestBuyandSamsunghaveprovidede-wastetake-backprogramsoverthepastfewyears,whichaimtorefurbish(翻新)oldelectroniccomponentsandpartsintonewproducts.Forothercompaniesinterestedinreducingwaste,helpingtheenvironment,andprovidingthesustainablelifestylesthatconsumersseek,herearesomefirststepsforbuildingarelationshipwithcustomersthatfocusesonrecyclingandrestoringvaluetoproducts:Findpartners.Ifyouareamanufacturerwhoreliesonoutsidedistributors,thenretailersaretheidealpartnerforcollectingoldproducts.PowertoolmakerDeWaltpartnerswithcompanies,suchasLowesandNapaAutoParts,tocollectoldtoolsattheirstoresforrecycling.Thepartnershipbenefitsbothsidesbyallowingunconventionalpartners(forexample,twocompaniesfromtwodifferentindustries)toworktogetheronaspecificaspectofthevaluechain,like,inthisexample,anenginefirmwithanaccessoryone.Createincentives.Environmentalconscientiousnessisn'talwaysenoughtomakecustomersrecycleoldgoods.Forinstance,DeWaltdiscoveredthatmanycontractorswereholdingontotheiroldtools,eveniftheynolongerworked,becausetheywereexpensivepurchasesanditwashardtojustifybringingthemintorecycle.Byofferinginstantdiscountsworthasmuchas$100,DeWaltlaunchedatrade-inprogramtoencouragepeopletobringbacktools.Asaresult,DeWaltnowreusesthosematerialstocreatenewproducts.Startwithatrialprogram,andexpecttochangethedetailsasyougo.Anytake-backprogramwilllikelychangeovertime,dependingonwhatworksforyourcustomersandcompanygoals.Maybeyouseelowcustomerparticipationatfirst,orconversely,somuchsuccessthatthecostofrecyclingbecomestoohigh.BestBuy,forinstance,hasbeenbearingthelion'sshareofe-wastevolumesincetwoofitslargestcompetitors,AmazonandWal-mart,donothavetheirownrecyclingprograms.Sincethelaunchofitsprogram,BestBuychangeditspolicytoadda$25feeforrecyclingoldtelevisionsinordertokeeptheprogramgoing.Buildacultureofcollectivevalueswithcustomers.Astrongerrelationshipbetweentheretailer/producerandtheconsumerisn'tjustaboutfinancialincentives.Bycreatingmoreawarenessaroundyoureffortstoreducewaste,andbydevelopingacultureofresponsibility,repair,andreuse,youcanbuildcustomerloyaltybasedonsharedvaluesandresponsibilities.Theseexamplesarejustthetipoftheiceberg,buttheydemonstratehowhelpingcustomersgetmoreuseoftheirmaterialscantransformvaluechainsandoperations.Reducingwastebyincorporatingusedmaterialsintoproductioncancutcostsanddecreasethepriceofprocurement(采購(gòu)):lesstobeprocuredfromtheoutsideandmoretobere-utilizedfromtheinside.Companiesplayabigroleincreatingacirculareconomy,inwhichvalueisgeneratinglessfromextractingnewresourcesandmorefromgettingbetteruseoutoftheresourceswealreadyhave--buttheymustalsogetcustomersengagedintheprocess.Somecompaniesbelievethatproducts'prolongedlifespanbenefitsboththeenvironmentandcustomers.Asurveyshowsshopperstodayaregettingmoreconcernedaboutenergyconservationandenvironmentalprotectionwhendecidingwhattobuy.Companiescanbuildcustomerloyaltybycreatingapositivecultureofenvironmentalawareness.Whencompanieslaunchenvironmentalprograms,theywillhavetheirbrandreputationenhanced.Onemultinationalcompanyoffersdiscountstocustomerswhobringinoldfootweartobeusedasfuel.Recyclingusedproductscanhelpmanufacturersreduceproductioncosts.Electronicproductscontainvaluablemetalsthatcouldberecovered.Itseemscommonlybelievedthatcompaniesarenotmotivatedtoprolongtheirproducts'lifespan.Itisadvisableforcompaniestopartnerwitheachotherinproductrecycling.Somebusinesseshavebeguntorealizeitmaynotbeeffectivetoletconsumerstakefullresponsibilityforrecycling.PassageoneEffectiveFriday,ScreenActorsGuild-AmericanFederationofTelevisionandRadioArtists（SAG-AFTRA）hasdeclaredastrikeagainst11videogamepublishersovergamesthatwentintoproductionafterFeb.17,2015.Thecompaniesincludesomeoftheheavyweightsoftheindustry,likeElectronicArtsProductions,InsomniacGames,ActivisionandDisney.Thestrikecomesinlightofanunsuccessful19monthsofnegotiationsaftertheexistinglaborcontractknownastheInteractiveMediaAgreementexpiredinlate2014.overall,thestrikeisanefforttoprovidemoresecondarycompensationalongwithotherconcerns,suchastransparencyuponhiringtalentandon-set（制作中）safetyprecautions.Thevideogamingindustryhasballoonedinrecentyears.TheLosAngelesTimesreportsthattheindustryisinthemidstofanintenseincreaseincashflow.In2015,gamingproduced$23.5billionindomesticrevenue.ButSAG-AFTRAsaysvoiceactorsdon'treceiveresiduals（追加酬金）fortheirgamingwork.Instead,theyreceiveafixedrate,whichistypicallyabout$825forastandardfour-hourvocalsession.Sothevoiceactorsarepushingfortheideaofsecondarycompensation—aperformancebonuseverytimeagamesells2millioncopiesordownloads,orreaches2millionsubscribers,withacapat8million.“It'saverysmallnumberofgamesthatwouldtriggerthissecondarycompensationissue,”saidvoiceactorCrispinFreeman,who'samemberoftheunion'snegotiatingcommittee.“Thisisanimportantaspectofwhatitmeanstobeafreelance（從事自由職業(yè)的）performer,whoisn'tregularlyemployedeverysingledayworkingonprojects.”Anothermajorcomplaintfromtheactorsisthesecrecyoftheindustry.“Ican'timagineifthere'sanyotheractingjobintheworldwhereyoudon'tknowwhatshowyou'rein,whenyou'rehired,”saysvoiceactorKeytheFarley,whochairstheSAG-AFTRAnegotiatingcommittee.“Andyetthathappenseverydayinthevideogameworld,”FarleytoldreportersduringapressconferenceFriday.“IwasamaincharacterinFallout4,acharacterbythenameofKellogg,andIneverknewthatIwasdoingvocalrecordingforthatgamethroughouttheyearandahalf.”ScottWitlin,thelawyerrepresentingthevideogamecompanies,saysvoiceactors“representlessthanonetenthof1percentoftheworkthatgoesintomakingavideogame.”So“eventhoughthey'rethetopcraftsmenintheirfield,”Witlinsays,“ifwepaythemunderavastlydifferentsystemthanthepeoplewhodothe99.9percentofthework,that'sgoingtocreatefarmoreproblemsforthevideogamecompanies.”WhydidSAG-AFTRAdeclareastrikeagainstsomevideogamepublishers?Thelaborcontractbetweenthemhadbeenviolated.Itsappealtorenegotiatethecontracthadbeenrejected.Ithadbeencheatedrepeatedlyinthe19monthsoftalks.Thenegotiationsbetweenthemhadbrokendown.Whatdowelearnfromthepassageaboutthevideogamingindustry?Ithasreapedhugeprofitsinrecentyears.Ithasbecomemoreopenandtransparent.Ithasattractedmanyfamousvoiceactors.Ithasinvestedalotinitsdomesticmarket.Whatarethevoiceactorsdemanding?Moreregularemployment.Anon-discriminatorycontract.Extrapaybasedonsalesrevenues.Alimitonthemaximumworkhours.WhatdoesKeytheFarleysayaboutvoiceactors?Theyarekeptinthedarkaboutmanydetailsoftheirjob.Theyarediscriminatedagainstinthegamingindustry.Theyarenotpaidonaregularbasis.Theyarenotemployedfull-time.WhatistheargumentoflawyerScottWitlin?Voiceactorsshouldhaveapayraiseiftheyprovetobetopcraftsmen.Changingthepaysystemwouldcausetheindustrymoreproblems.Voiceactorsaremerecraftsmen,notprofessionalperformers.Payingvoiceactorsonanhourlybasisisinlinewiththelaw.PassagetwoOfficialsattheWhiteHouseannouncedanewspacepolicyfocusedonmanagingtheincreasingnumberofsatellitesthatcompaniesandgovernmentsarelaunchingintospace.SpacePolicyDirective-3laysoutgeneralguidelinesfortheUnitedStatestomitigate(緩解)theeffectsofspacedebrisandtrackandmanagetrafficinspace.ThispolicysetsthestagefortheDepartmentofCommercetotakeoverthemanagementoftrafficinspace.Thedepartmentwillmakesurethatnewlylaunchedsatellitesdon'tuseradiofrequenciesthatwouldinterferewithexistingsatellites,andschedulewhensuchnewsatellitescanbelaunched.ThisonlyappliestoAmericanspaceactivities,butthehopeisthatitwillhelpstandardizeasetofnormsinthedawningcommercialspaceflightindustrythroughouttheworld.Space,especiallythespacedirectlyaroundourplanet,isgettingmorecrowdedasmoregovernmentsandcompanieslaunchsatellites.Oneimpetusforthepolicyisthatcompaniesarealreadystartingtobuildmassiveconstellations(星座),comprisinghundredsorthousandsofsatelliteswithmanymovingpartsamongthem.Withsomuchstuffinspace,andalimitedareaaroundourplanet,thegovernmentwantstoreducethechancesofacollision.Twoormoresatellitesslammingintoeachothercouldcreatemanymoreout-of-controlbitsthatwouldposeevenmorehazardstothegrowingcollectionofsatellitesinspace.Andit'snotlikethishasn'thappenedbefore.In2009anoldRussiancraftslammedintoacommunicationssatellite,creatingacloudofhundredsofpiecesofdebrisandputtingotherhardwareatrisk.JournalistSarahScolesreportsthatNASAcurrentlytracksabout24,000objectsinspace,andin2016theAirForcehadtoissue3,995,874warningstosatelliteownersalertingthemtoapotentialnearbythreatfromanothersatelliteorbitofdebris.That'swhythisnewpolicyalsoincludesdirectionstoupdatethecurrentU.S.GovernmentOrbitalDebrisMitigationStandardPractices,whichalreadyrequireanyentitythatlaunchesasatelliteorspacecrafttovigorouslyanalyzethelikelihoodthatanyoftheiractions,fromanunexpectedfailureornormaloperations,willcreatemorespacedebris.Itincludesaccountingforanypieceofdebristheyplantoreleaseover5mmthatmightstayinorbitfor25yearsormore.Itmightseemsurprisingtothinkaboutanitemstayinginspaceforthatlong,buttheoldestsatellitestillinorbit-Vanguard1-turned60in2018.Agenciesandcompaniesthroughouttheworldareworkingondevelopingtechnologythatwoulddisposeoforcapturespacedebrisbeforeitcausesseriousdamage.Butfornow,theU.S.governmentismorefocusedonpreventingnewdebrisfromformingthantakingthetrashoutoforbit.WhatisthepurposeofthenewU.S.spacepolicy?Tolayoutgeneralguidelinesforspaceexploration.Toencouragecompaniestojoininspaceprograms.Tomakethebestuseofsatellitesinspace.Toimprovetrafficconditionsinspace.WhatistheDepartmentofCommerceexpectedtodounderthenewpolicy?Reducedebrisinspace.Monitorsatelliteoperations.Regulatethelaunchingofnewsatellites.Updatesatellitecommunicationstechnology.WhatdoestheU.S.governmenthopetodowiththenewspacepolicy?Setinternationalstandardsforthespaceflightindustry.Monopolizespaceindustrybydevelopingasetofnorms.Facil