[外语类试卷]大学英语六级模拟试卷508及答案与解析.doc
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1、大学英语六级模拟试卷 508及答案与解析 一、 Part I Writing (30 minutes) 1 For this part, you are allowed 30 minutes to write a short essay entitled On Independent Spirit. You should write at least 150 words following the outline given below: 1. 大学新生报道的时候,都是家长拎行李; 2. 出现这种现象的原因及其不良后果; 3. 培养独立精神的重要性。 On Independent Spirit
2、 二、 Part II Reading Comprehension (Skimming and Scanning) (15 minutes) Directions: In this part, you will have 15 minutes to go over the passage quickly and answer the questions attached to the passage. For questions 1-4, mark: Y (for YES) if the statement agrees with the information given in the pa
3、ssage; N (for NO) if the statement contradicts the information given in the passage; NG (for NOT GIVEN) if the information is not given in the passage. 1 The Future of Television: Whats on Next? Bosses in the television industry have been keeping a nervous eye on two Scandinavians (斯堪的纳维亚人 ) with a
4、reputation for causing trouble. In recent years Niklas Zennstrom, a Swede, and Janus Friis, a Dane, have frightened the music industry by inventing KaZaA, a “peer- to-peer“ (P2P) file-sharing program that was widely used to download music without paying for it. Then they horrified the mighty telecom
5、s industry by inventing Skype, another P2P program, which lets Internet users make free telephone calls between computers, and very cheap calls to ordinary phones. Their next move was to found yet another start-up - this time, one that threatened to devastate (毁坏 ) the television industry. It may do
6、 the opposite, as it turns out. The new service, called Joost and now in advanced testing, is based on P2P software that runs on peoples computers, just like Skype and KaZaA. And it does indeed promise to transform the experience of watching television by combining what people like about old-fashion
7、ed TV with the exciting possibilities of the Internet. “But unlike KaZaA and Skype,“ says Fredrik de Wahl, a Swede whom Mr. Zennstrom and Friis have hired as Joosts boss, “Joost does not disrupt the industry that it is entering. Instead, rather than undercutting television networks and producers, Jo
8、ost might, as it were, give them new juice.“ That is because Mr. de Wahl and his Joost team, working mostly in the Netherlands, have bravely ignored the totems (图腾 ) of the Internet-video boom. Chief among these fashions is letting users upload anything they want to a video service - which might inc
9、lude clips of themselves doing odd things (“user-generated content“) or, more questionably, videos pirated from other sources. The celebrated example of this approach is YouTube, which is now part of Google, the leader in Internet search. Its big problem, however, is that it can be illegal (if copyr
10、ight is violated) and terribly hard to turn into a business. On February 2nd Viacom, an American media giant, became the latest company to demand that YouTube remove copyright-infringing (侵犯版权的 ) clips from its website. YouTube has struck deals with some media firms, including NBC and CBS, to allow
11、their material to appear on its site, and had been trying to thrash out a similar agreement with Viacom. Many observers regard Viacoms move as a negotiating tactic. But whether YouTube can make money is unclear. Last month Chad Hurley, YouTubes chief executive, sketched out plans for generating adve
12、rtising revenues and sharing them with content providers, but so far his firm has none to speak of. The Innovation of Joost Joost is also ignoring the two business models seen as the most respectable alternatives to advertising. One is to make users pay for each television show or film they download
13、, but then to let them keep it. This is the tack chosen by Apple, an electronics firm that sells videos on iTunes, its popular online store; by Amazon, the largest online retailer; and by Wal-Mart, the largest traditional retailer, which launched a video-download service this week. The other approac
14、h is to let users subscribe to what is, in effect, an all-you-can-eat buffet of videos, and then to “stream“ video to their computers without leaving a permanent copy. This is the approach taken by, for instance, Netflix, a Californian firm that mostly delivers DVDs to its subscribers by post, but n
15、ow also streams films. The reason that Joost is ignoring all of these methods, says Mr. de Wahl, is that none has much to do with the experience of simply watching TV, which most people enjoy. “Unlike the download or streaming approaches,“ he says, “TV is not about buying today what you want to watc
16、h tomorrow. Its about turning it on and watching.“ And in contrast to the “lean-forward“ context of “snacking“ on a YouTube clip in ones cubicle while the boss has stepped out, TV is a longer and more relaxed “lean-backward“ experience. Hence Joosts most shocking innovation, which is not to change t
17、he practices that TV adopted decades ago. It will be free, with advertising breaks - no more than three minutes per hour - either before, during or after a show, depending on the market. “Americans,“ says Mr. de Wahl, “are more tolerant of interruptions.“ Joost has “channels“, like ordinary TV, but
18、these are now playlists of videos that start whenever it is convenient to the viewer. Viewers can import their instant-messaging buddy lists and chat online with friends while watching the same program. For advertisers, such engagement is worth something, because the activity proves that somebody is
19、 watching, rather than being asleep or out of the room. Combined with other information, such as the computers IP address and hence its location, advertisers will be able to target their spots much more accurately - all “Desperate Housewives“ fans in a particular neighborhood, for example - and thus
20、 ought to pay a premium. The Combination of Television and the Internet The thing that is missing in this new vision of television, however, is the set itself. Beaming video from a computer to a television is possible: Apple and other firms are starting to sell the necessary gadgets. But until it be
21、comes much easier to connect televisions to the Internet, big media companies are likely to “wait and see“ before committing to Joost, says Jeremy Allaire, the boss of Brightcove, a rival Internet-video firm based in Massachusetts. In the meantime, Mr. Allaire thinks, media firms are mainly interest
22、ed in building their own brands, so Brightcove provides content owners with technology to show television on their own websites, syndicate their shows to other websites, track audiences and collect advertising revenue. There is, in short, no consensus about the best way to combine television with th
23、e Internet. Instead, there are a variety of experiments, of which Joost is the latest example and YouTube the best-known. But with telephony, the Internet is unpicking (拆开 ) service delivery from network ownership. Joost, YouTube, iTunes and Netflix do not need their own networks to supply their vid
24、eo services: they can rely on fast Internet links provided by others. According to iSuppli, a market-research firm, Internet downloads will claim more than one- third of the market for on-demand video by 2010. So just as Internet telephony has been bad for traditional phone companies, this “Internet
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