1999年Passage 2
In the first year or so of Web business, most of the action has revolved around efforts to tap the consumer market. More recently, as the Web proved to be more than a fashion, companies have started to buy and sell products and services with one another. Such business-to-business sales make sense because businesspeople typically know what product they're looking for.
Nonetheless, many companies still hesitate to use the Web because of doubts about its reliability. "Businesses need to feel they can trust the pathway between them and the supplier," says senior analyst Blane Erwin of Forrester Research. Some companies are limiting the risk by conducting online transactions only with established business partners who are given access to the company' s private internet.
Another major shift in the model for Internet commerce concerns the technology available for marketing. Until recently, Internet marketing activities have focused on strategies to "pull" customers into sites. In the past year, however, software companies have developed tools that allow companies to "push" information directly out to consumers, transmitting marketing messages directly to targeted customers. Most notably, the Pointcast Network uses a screen saver to deliver a continually updated stream of news and advertisements to subscribers' computer monitors. Subscribers can customize the information they want to receive and proceed directly to a company's Web site. Companies such as Virtual Vineyards are already starting to use similar technologies to push messages to customers about special sales, product offerings, or other events. But push technology has earned the contempt of many Web users. Online culture thinks highly of the notion that the information flowing onto the screen comes there by specific request. Once commercial promotion begins to fill the screen uninvited, the distinction between the Web and television fades. That's a prospect that horrifies Net purists.
But it is hardly inevitable that companies on the Web will need to resort to push strategies to make money. The examples of Virtual Vineyards, Amazon.com, and other pioneers show that a Web site selling the right kind of products with the right mix of interactivity, hospitality, and security will attract online customers. And the cost of computing power continues to free fall, which is a good sign for any enterprise setting up shop in silicon. People looking back 5 or 10 years from now may well wonder why so few companies took the online plunge.
57. In the view of Net purists,__
[A] there should be no marketing messages in online culture
[B] money making should be given priority to on the Web
[C] the Web should be able to function as the television set
[D] there should be no online commercial information without requests
[答案] D
[解題思路]
Net purists的例子出現(xiàn)在文章第三段最后一句話"That's a prospect that horrifies Net purists"（這種前景讓網(wǎng)絡(luò)凈化者感到恐懼），進(jìn)一步分析其對(duì)應(yīng)信息應(yīng)為上面的兩句話"Online culture thinks highly of the notion that the information flowing onto the screen comes there by specific request. Once commercial promotion begins to fill the screen uninvited, the distinction between the Web and television fades"（網(wǎng)上文化推崇這樣一個(gè)概念，即流動(dòng)到屏幕上的信息應(yīng)是在接到明確的請(qǐng)求之后才能出現(xiàn)的。一旦商業(yè)促銷不請(qǐng)自來(lái)地充斥電腦屏幕，那么網(wǎng)絡(luò)和電視就沒(méi)多大差別了）。因此這些人主張的是不應(yīng)該出現(xiàn)不請(qǐng)自來(lái)的網(wǎng)絡(luò)信息，因此D選項(xiàng)符合原文。A選項(xiàng)的錯(cuò)誤在于這些Net purists不是不要網(wǎng)上的推銷信息，而是不希望它們不請(qǐng)自來(lái)。B選項(xiàng)與原文無(wú)關(guān)。C選項(xiàng)的表述正好與Net purists的觀點(diǎn)相反，也是錯(cuò)誤答案。
[題目譯文]
對(duì)于網(wǎng)絡(luò)純粹主義者來(lái)說(shuō)， 。
[A] 在線文化中不應(yīng)該包含營(yíng)銷信息
[B] 在網(wǎng)上應(yīng)該給賺錢以優(yōu)先考慮
[C] 網(wǎng)絡(luò)應(yīng)該能夠起到和電視機(jī)一樣的功能
[D] 商業(yè)信息不應(yīng)該不請(qǐng)自來(lái)
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