《高级综合商务英语1（第二版）》教师用书全套 Unit 1 Film Industry -Unit10 Entrepreneurship

Unit1 FilmIndustryLead-in1.1)Gump 2) 3)Gonewiththe 4)TheLionKing 5)TheoftheRings 6)CasinoRoyale

ActionFilmAnimatedFilmRomanticTragedyFantasyComedyRomanticEpicTextAReadingComprehension1.seven 2)children 3)orphan 4)mind 5)mass-media6)publishing 7)tremendous 8)transformed 9)approach10)multiple2.FirstanemployeeatChristopherLittle’sliteraryagencytookalikingtothemanuscript’sbindingandpickeditouttoread.ThenNigelNewtonofBloomsbury,aLondonpublishinghouse,signedupthemanuscriptthatwastobecome―HarryPotterandthePhilosopher’sStoneaftermarket-testingitonhisdaughter.Thefirstbookcameoutin1996andwaswarmlyreceivedbychildreninstantly.FirstsomeseniorexecutivesofBroswerenotenthusiasticabouttheTheythoughtfantasywasnotthefashionatthetime.Then,theyspentmonthsnegotiatingwithStevenSpielberg,whowasinterestedindirectingbutlaterpulledout.UnlikeotherHollywoodblockbustersofthe1990s,theHarryPotterfilmshadnobigmoviestarsandweredirectedbyrespectedbutlittle-knowndirectors.Otherrevenuesourcesincludesalesoftoys,videogamesandanupcomingthemeparkinFlorida.Nofixedanswers.speculated 2)churning 3)retrospect 4)detachable 5)pundit6)inherently 7)vanguard 8)tardy 9)blitz 10)merchandisingParaphrasing1.Cinderella’stransformationfromkitchengrunttobelleisbothdelightfulanddisruptive.Thosecompaniesthathadgotinvolvedwiththepublicationandfilmproductionofthebookshavealsoundergonehugesuccessandincrediblechanges.Thankslargelytotheboywizard,revenuewhichhadsteadilyrisenfrommillionin1995to£14millionin1997.Bythemiddleofthisdecade,withBloomsbury’srevenuesabove£100million,rivalpublishersbegantorealizethattheystandnochancetocompetewiththefirmintheareaofchildren’sbooks.Acleversalesstrategyofrepackagingthebookwithadarkercoverwasthekeytothebooks’success,foradultsembarrassedaboutbeingseenreadingachildren’sbook.2001,asthefirstfilmintheseriesheadedforcinemas,executivesandmediapunditsspeculatedthatHarryPotterfilmsmightcometorivaltheBatmanseries,whichatthetimeconsistedoffourhigh-budgetfilms.2.ThankstoanemployeeatChristopherLittleLiteraryAgencyinLondonwhoaccidentallypickedupthebookbecauseofhislikingforthebinding,HarryPotterfinallygotachancetobeknownbytheworld.ShortlyafterBloombury’sannualreportfor1996,HarryPotterandtheStonewaspublished,thoughithadnotbeenmentionedinthereport.Referredtoas“thetipofapublishingiceberg,”theHarryPotterbookswithasaleof763,000copiesstillhadn’treceivedproperrecognitionfromthewhichwasstillemphasizingotherchildren’sbooksinthespringof1999.seemsoddthatBroswasreluctanttomakethefilmsatfirstbecauseithashadgreatsuccesswithfilmsofthesametype.Asawhollydifferentproduct,insteadofusingfamousstarsofHollywood,uptonowtheHarryPotterfilms’castonlyconsistsofunknownchildactorsandtalentedBritishtheaterperformers.1.哈利ꞏ传媒特许经营的商品，这段旅程本身也是一个童话。没错，这是一个灰姑娘的故事——一开始高贵被忽略，一个偶然的机会被慧眼所识，最终成就了无尽的财富。ꞏ哈利ꞏꞏ2.ThehighlysuccessfulfilmTheBattleatLakeChangjinhasbeenhailedbyfilmexpertsasamilestoneinthehistoryofChinesewarmovies.Despitefacingfreezingtemperatures,alackoffood,andinsufficientwinterclothing,theyoungsoldierswerewillingtorisktheirlivestofightintheWartoResistU.S.AggressionandAidKorea.Theirstorymovedmanyviewerstotears.Thefilm’ssuccessfullydemonstratesthesolidfoundationofhumanresources,technicalsupport,creativetalent,andpotentialwithinChina’sfilmindustry.Analystsfurtherpointoutthattherecord-breakingboxofficeperformanceofTheBattleatLakeChangjinnotonlyreflectstheenormouscapacityoftheChinesefilmmarket,butalsorevealsthat,inaneraofgrowingculturalconfidence,worksthatembodythenationalspiritaremorelikelytoresonatestronglywithaudiences.ManyyoungChinesepeoplehavechosentosupportsuchfilms,showingtheireagernesstolearnaboutthestoriesofChina’swarheroes—thosewhotriumphedoverpowerfulenemiesdespiteseveredisadvantagesinweaponryandlogistics.Whenafilmofsuchhighqualityemerges,itisboundtobecomeaboxofficehit.ClozeC2)L3)H4)B5)G6)N7)J8)F9)E10)DListening1.1)B 2)C 3)D 4)A 5)C2.powerendorsementsfacesfranchiseWizardingofHarryPotterOctoberSellinge-bookversionsoftheHarryPotterseriesOfferinginteractivefeatureslikeallowingreaderstobesortedintohousesandtouploadstoriesanddrawings18,000wordsofnewbackgroundinformationaboutcharacters,places,andthingsinthebooksScriptsHarryPotterbytheNumbersTheendisreallyandtrulyhere.It’shardtobelievethataftertenyearsandeightmovies,theHarryPotterserieswillactuallycometoanendthisweekendwhenthefinalfilmopensin4,375theatersacrossthecountry.Tocommemoratetheevent,IthoughtI’dlookattheseriesbythenumbers.Sofarthefranchisehasearned$6.4billionattheglobalboxoffice.Itcouldeasilyendupearningatotalof$7.4billiononcethefinalfilmhasrunitscourse.Alongthewaythefilmhasmademillionairesofitsthreeyoungstars:DanielRadcliffe,RupertGrintandEmmaWhileandGrintmightstruggletoeverreachtheirHarryPotterearningpoweragain(BothseemtohaveatasteforindependentfilmsafterthemonumentalundertakingofHarryPotter),EmmashouldcontinuetomakebigmoneythroughendorsementslikeherrecentdealtobeoneofthefacesofLancôme.Starscanearnupwardsof$3millionperyearforsuchdeals.TheserieshasalsobeenablesstoauthorJ.K.Rowling.estimateRowlingisworth$1billionrankingheronthelistofthebillionaires.AlthoughshemaybeofficiallydonewritingHarryPotterbooks,Rowlingisn’tdoneearningmoneyfromthefranchise.She’llgetacutofthemoneybroughtinfromtheofHarryPotterinOrlando.In2010,1.7millionadditionalpeoplevisitedFloridathemepark,accordingtotheThemedEntertainmentAssociation.RowlingwillalsoprofitfromPottermore—hernewwebsitewhichcomesonlineinOctober.Thesitewillselle-bookversionsoftheHarryPotterbookforthefirsttimeandwillofferinteractivefeatureslikeallowingreaderstobesortedintohousesandtouploadstoriesanddrawings.Thesitewillalsofeature18,000wordsofnewbackgroundinformationaboutcharacters,placesandthingsinthebooksincludingdetailsonProfessorMcGonagall’spastlovelife.So,whilethefilmsandbooksarecomingtoanend,itseemslikethefranchisehasagoodchancetoliveonasyoungergenerationsdiscoverHarryandthemagicalworldofHogwarts.TextBII.WritingTaskStep1AnanalysisofourBATNAHowmuchdoweneedWDStudio?WeexpectWDStudiotobringinswarmsofmoviegoers.HowmuchdoesWDStudioneedus?WDStudioneedsusevenmoretomakesureitsfilmswillbeonshowinthefirstplace.WhatcanwedowithoutWDStudio?IfWDStudiocontinuestopressustoacceptitsdemands,wemightrespondbyrefusingtoscreenitslatestfilm—amovethatwillbemoredestructivetothestudio,forwemightscreenanotherfilminstead.Step2AccordingtoourBATNAanalysis,WDStudio’sbestalternativestoanegotiatedagreementwithusarebleak,becauseitneedsusmorethanweneeditsnewfilm.WDStudio’spotentiallyhigh-performingfilmscannotgiveitafreepasswithusduetoitsrelativelyweakBATNA.tendtosetnegotiationtargetsatthreelevels.OurdesirabletargetisthatWDStudiobacksdownfromitsnewagreement.OuracceptabletargetinvolvesourconcessionsonscreensplittingandmatineecutofftimeinexchangeforWDwithdrawalfromitscurrentpositionsonminimumticketpricesandboxofficesplit.mustdefendourbottomtarget:ourmajortheaterchainsaccepttherequirementsinitsstandardlicensingagreement,buttermsarenegotiableonatheater-by-theaterbasis.Whenitcomestonegotiationstrategy,weareseekingintegrativenegotiationtogetasgoodadealaspossibleforbothsides.InthefaceofWDStudio’shardballtacticsattemptingtobluffandexertapowerfulpsychologicalinfluenceonus,wewillneverflinchbymakingunnecessaryorunilateralconcessions.IfWDStudiogetsunreasonablyaggressive,weshouldfightbackbystatingthattheproposedtermsmayleadtoacycleofticketpriceincreasesultimatelyviolatingU.S.antitrustlaws.IfWDStudiosoftensitsposition,weshouldavoidtheescalationandemphasizethewin-winoutcomeofamoreacceptablelicensingagreement.Intermsofnegotiationtactics,wecangainpowerbyteamingupandallowingthetradeuniontospeakforuswithonevoice.Unit2 GreenEconomyLead-in1.FourRealisticProposalsExamples1.Mobilityandpriorityforthedevelopmentofpublictransportationandenvironmentallyfriendlymodesasustainabledevelopmentpolicyhelpingexpandtheelectricbussystemandenvironmentallyfriendlytransportation2.Ecosystemsandecologicalwatermanagementasustainabledevelopmentpolicyhelpingrestorethenaturalenvironmentandbiodiversityandcleanupwatersystems;apushtoimprovewastetreatmentandcleanupofthewatersystem;acceptanceofonlynonpollutingcompanies3.Integrationofexistingneighborhoodsandpopulationswithrehabilitation/conservationofheritageandlocalidentitiespreservationofancientvillages4.Energystrategies,lowcarbonandthecirculareconomywastesorting,recyclingandtreatment;developmentofexemplaryhousingblocksintermsofurbanmorphologyandenergysavings;increasingproductionofrenewableenergy2.FourRealisticProposalsOtherExamples1.Mobilityandpriorityforthedevelopmentofpublictransportationandenvironmentallyfriendlymodesamulti-modaltransporthubconnectingrouteslikefootpaths,bikepaths(greenlane),hikingtrails,electricshuttlesandtraintracks,etc.2.Ecosystemsandecologicalwatermanagementanartificiallakesupportedbyanetworkofcanals3.Integrationofexistingneighborhoodsandpopulationswithrehabilitation/conservationofheritageandlocalidentitiesanurbanhubfeaturingexpansesofgreenspace,parks,plazasandpedestrianizedstreets4.Energystrategies,lowcarbonandthecirculareconomyshorterdistributionchannelsofbusinessesTextAReadingComprehension1.1)F 2)F 3)NG 4)T 5)F 6)NG 7)F 8)T 9)F 10)NG2.An8.5-mile-longgreenwaywasbuiltalongthepristineDashaRiverforrunners,cyclists,andpaddlers.Thegreeneryisnon-invasivetothenativespeciesandarecapableoffilteringoutpollutantsfromrainwaterandcitywastewater,whichmakestheDashaRiverCorridoranewhabitatforwildlifesuchasexoticbirds.Therejuvenatedriverbed,forest,andwetlandmakeupabout100hectaresofthenewriversideparkintheheartofsouthernShenzhen.TheDashaRiverrunsthroughtheuniversitydistrict,overlooksthehigh-techindustrialdevelopmentzone,andexitsintotheseasidebay.Itisbelievedthateconomicdevelopmentthatdrivestechnologyandinnovationcouldmutuallyempowerbothecologicalandfinancialdevelopment.Forexample,Shenzhenhasbeencommittedtobuildingnewinfrastructuredesignedtoaccommodateupcomingindustrialhubs,restorelocalecologies,andsupportlowcarbonlifestyles.Thedevelopmentroadmapforsustainabledevelopmentincludesfurthereffortsinpursuingglobalindicators,suchasfollowingtheguidancetobeaLowCarbonmakingfurtherinvestmenttomakeShenzhena“spongecity”andachieving“zerowaste”capabilityasdefinedbytheZeroInternationalAlliance.responsive 2)indicative 3)stiffen 4)intensify 5)diffusion6)gravity/graveness 7)invasion 8)humility/humbleness 9)diversion10)transformativeParaphrase1.In1980,Shenzhenwasinthetransitionalperiodofchange.Fromthestatusofasmallandordinaryfishingvillage,thecitywassettotransformitseconomy.Assuccessesareachieved,rapideconomicdevelopmenthasledtonotjustbigimprovementsinlivingconditionsbuthasalsohadapowerfuleffectontheenvironment.Companiesthatwereabletodeveloptechnologiestolowertheircarbonemissionsprosperedunderincreasinglystringentrequirements.Byimplementingpoliciesthatrewardlow-emitters,Shenzhenisabletocontinuouslydevelopnewdesignsandtechnologies,asaresultofwhichitsenvironmentaleffortsareenhanced.InaUBSreport,MichaelBaldinger,HeadofSustainableandImpactInvesting,notedthat“Shenzhenistakingtheleadasatestinggroundforalargenumberofclimate-friendly,sustainabledevelopmentpoliciesthatwillbeintroducedmorewidelyacrossChina.”2.Asaworthyexampletotherestofthewhatcouldtheydotobecomemostsustainablecity?Exoticbirdslandonthecorridor,anoccurrenceneverseenbefore.addressairpollutioncoststhegovernmentmanyyears.ItisduelargelytotechnologythatthecarbonintensityinrelationtoGDPhasfallenbymorethan25%since2010.StoneShenbelievesShenzhengovernment’smodernapproachcanbeacontributortothisfeat.1.8.5英里，沿途草木茂盛，繁花似锦，不断有跑步者、骑行者和划船者从那里经过。鉴于电动汽车在私人和公共交通中的高频使用，深圳的基础设施必须做出积极的反应——不仅是为了现在，更是为了城市未来的必要之举。深圳是中国的创新引擎，但其持续追求卓越的核心是专注于建设可持续的人类生活环境。在今日的深圳，人们发现自己在城市的任何地方只需步行五分钟就能到达一片城市绿地。2.Asthepioneerofzero-emissionssolutions,BYDhasproposed“three1/3subtractions”inthetransportationsectortoachievethezero-carbongoal.First,byadvancingthefullelectrificationofpublictransportation,taxis,andonlinecar-hailing,BYDwilltaketheleadinreducingthefirst1/3ofautomobileexhaustemissionstofulfilthegoaloflow-carbonpublictransportation,whichisnowaglobalconsensus.Second,bypromotingthefullelectrificationofurbantrucksandspecialvehicles,BYDwillreducethesecond1/3ofexhaustemissions,helpingtorealizelow-carbonengineeringandlogistics.Third,byacceleratingthereplacementoffuelvehiclesbynewenergyvehiclesintheprivatecarsector,BYDiscommittedtoreducingtheremaining1/3oftheexhaustemissions,andfinallyenteringtheeraoffullyelectricvehicles.Inaddition,inordertocontrolurbantrafficcongestion,BYDproposedthecoordinateddevelopmentofurbanrailtransit,servingtofacilitatelow-carbonroadnetworkoperations.Sofar,cumulativesalesofnewenergyvehicles(includingpassengercarsandcommercialvehicles)haveexceededonemillion,andthecumulativereductionofCO2emissionshasexceeded5.48milliontons,whichisequivalenttoplanting460milliontrees.Cloze1)C 2)I 3)E 4)B 5)F 6)A 7)L 8)J 9)N 10)MListening1.1)boom 2)generating3)reserves4)geoparks5)cuisine6)Statistics 7)ecotourism8)handicraft9)nickname10)landscapesScriptsDuringtheMayDayholidayin2021,thenorthwesternprovinceofQinghaiexperiencedatourismboom.Theprovincerecordedmorethan2.46millionvisitsduringthebreak,ariseof101percentfromthesameperiodlastyear,generatingincomeofmorethan1billionyuan($156million),accordingtotheQinghaiProvincialCultureandTourismBureau.Eco-friendlytourismactivities,suchaswildexplorationroutesandanimal-watchingtours,werethemostpopularoptions.Inrecentyears,Qinghaihasmadegreateffortsinenvironmentalprotection.Ithasbuiltmanynaturereserves,forestparks,wetlandparksandgeoparks,whichhaveboostedtheeco-friendlytouristservicesprovidedbytheprovince.Qinghaihasmorethan100differenttravelroutesrelatedtothemessuchashealthcare,culture,naturalscenery,wildlifetoursandevenbiologicalstudy.canalsoexperiencearangeoflocalcuisinebasedonvegetablesandmeatdishesatfamilyfarms.StatisticsfromtheProvincialCulturalandTourismBureaushowthatQinghailaunched2,860culturalandtouristprojectsbetween2016and2020,involvingtotalinvestmentofmorethan103billionyuan.Theprovinceishometothreenationalecotourismdemonstrationzones,113culturalindustrydemonstrationareasandmorethan200handicraftworkshops.ThesourcesofChina’sthreeimportantrivers—theandLancang—arealllocatedinQinghai,andthishasearnedtheprovincethenickname“China’swaterInadditiontothenaturalsceneryandlandscapes,withadiversehistoryandculture,Qinghaiisagreatplacetopromoteeco-friendlyandculture-relatedtourism.2. 1)C 2)B 3)C 4)D 5)CScriptsDuringthemeetingoftheNationalPeople’sCongressin2020,thenation’stoplegislativebody,KongQingju,anNPCdeputyfromQinghai,showedPresidentXiJinpingphotosofsnowleopardsandChinesemountaincats.Thepicturessparkedasurgeinawarenessandinterest.OneofthephotoswastakenduringasurveyconductedbythemanagementofficeandresearchersfromPekingUniversity.ItshowedaChinesemountaincatandherfourcubsplayingonamountainslope.Theotherphoto,whichshowedafive-strongsnowleopardfamily,wastakenintheQinghaisection.KongsaidQinghai’swildlifehadbeenseriouslythreatenedbyovergrazing,excessivetourism,illegalminingandthegeneraldegradationofvegetationdatingbacktothe1980s.Thosefactorshadallcontributedtoasharpdeclineinthenumberofwildanimalsseenintheprovince.“Thankstotheenvironmentalprotectioneffortsbyboththegovernmentandlocalpeople,theQilianMountainsareprotectedbythestrictestrules,andtheyarenowseeingexpandedgreenareas,fewersandstormsandcleanerwater,”Kongsaid.Sincetheparkwasestablished,themountainenvironmenthasbeenrecoveringsteadily,withthenumbersofsomeendangeredspeciesrebounding.Inrecentyears,infraredcamerashavecapturedimagesofseveralanimalsnotseensincethe1990s.TheyincludesnowleopardsandChinesemountaincats,bothlistedas“vulnerable”bytheIUCN,InternationalUnionforConservationofNature.Tobetterpromotetheideaofenvironmentalprotection,manyschoolsareencouragingtheyoungergenerationtoplayaleadingrole.Inlocalschools,studentsattendeco-themedlectures,recordthechangingstatusofwildanimalsandplantsthroughpaintingsanddiaryentriesorhaveacloserexaminationofvariousspeciesatthebird-observationstation.TextBSpeakingReferencematerialsPreparationforBusinessNegotiationWingandFuturearesupposedtohavetheiropeningpoints,targetpointsandreservationpointsfortheupcomingnegotiation.Wing’sopeningpoint,targetpointandreservationpointOpeningPointTargetPointReservationPoint1.Listprice&bulkorderdiscountforaquantityof152.Warrantyanextendedwarrantyof18months,includingsparepartsandfreemaintenance3.Deliverytime4.Paymenttermspaymentby12monthlyinstallments5.Custompaintincustomer’sownlivery6.RoyaltiesforV-tracksystemexemptionfromtheroyaltiesfortheV-tracksystemfromthesecondyear7.SharingofresearchfeeFuture’ssharing50%oftheresearchfeeFuture’sopeningpoint,targetpointandreservationpointOpeningPointTargetPointReservationPoint1.Listprice&bulkorderdiscountforaquantityof15USD200,000&5%2.Warranty12-monthguarantee3.Deliverytime90days4.Paymentterms30days’creditfromdelivery(interest-free)60days’creditfromdelivery(interest-free)5.Custompaintincustomer’sownliveryUSD10,000pervehicle6.RoyaltiesforV-tracksystemUSD1,000ayearayearlydecreaseof20%royaltiesforthesystem7.SharingofresearchfeeFuture’spaying30%oftheresearchfeeMaterialforreference:Greenplan–theBestLogisticsExpertsLaunchPowerfulAlgorithmforIndividualRouteOptimization|DHL|GlobalWritingMaterialforreference:SustainabilityManagementinPracticeAnemergingroleatmanyleadingfirmsisthechiefsustainabilityofficer(CSO).In2004,DuPontwasthefirstcompanytoappointachiefsustainabilityofficer;a2014surveyfound36CSOsatlargeU.S.firms.MostoftheseCSOsreporteddirectlytotheCEOortoanindividualwhodid.Theyoftensupervisedstaffsofspecialistsandcoordinatedtheworkofmanagersacrossmanyfunctionalareas,includingresearchanddevelopment,marketing,facilities,andsupplychainmanagement,whoseworkwasrelatedtothefirm’ssustainabilitymission.AnexampleisJustinWhitmore,appointedchiefsustainabilityofficeratFoods,thesecond-largestprocessorandmarketerofchicken,beef,andpork,in2017.ThenewlycreatedpositionreporteddirectlytotheCEO.Whitmorequicklysetouttoestablishscience-basedtargetsforintheareasofgreenhousegasemissions,waterconservation,animalwelfare,andfoodtransparency.Healsoworkedonwaystoreducemeatwasteduringprocessingandonthedevelopmentofvegetarianmeatalternatives.Sustainabilitymanagersreportedthatwhentheyfirsttookthejob,theythoughtthatthemostimportantdeterminantofsuccesswouldbetheirsubject-matterexpertise—howmuchtheyknewaboutpollutants,energyefficiency,regulations,andthelike.Butafterservingintheposition,thesemanagerschangedtheirminds,sayingthatinterpersonalskills—beingabletoworkeffectivelywithpeopleacrosstheorganization—werethemostcritical.“CSOsmusttypicallyworkacrosstheorganizationtoimplementtheirchangeinitiatives,”explainedthechiefsustainabilityofficerfortheclothingmakerReformation.“Thatmeanstheymustbeveryeffectiveatinfluencingothers.”Chiefsustainabilityofficersmaybebasedindepartmentswithavarietyofnames,suchassustainability,citizenship,andcorporateaffairs.Butwherevertheyarelocated,recentresearchshowsthateffectivesustainabilitymanagementsharesseveralcommoncharacteristics:Topmanagementcommitment.ThemostenvironmentallyproactivecompaniesalmostallhaveCEOsandothertopleaderswithastrongespousedcommitmenttosustainability.PaulPolman,theCEOofUnilever,afirmthatwasjudgedtheworld’smostsustainablein2017,toldaninterviewerthatadifferentexecutiveteamcouldcomeintothecompany,shutdownallsustainabilityinitiatives,wringoutcosts,anddrivethesharepriceup—atleastintheshortterm.Buthefavoredthelong-termview.“IwouldliketoberememberedforleavingtheplacealittlebitbetterthanIfoundit,”hesaid.Boardsofdirectorshavealsobecomeinvolved,overseeingtheimplementationofenvironmentalpoliciesandassessingenvironment-relatedrisks.Forexample,PrudentialFinancial,afinancialservicescompanythatsellsinsuranceaswellasotherproducts,nowrequirescandidatesfortheboardtohavesustainabilityexpertise.Thirty-onepercentoffirmsintegratesustainabilityintoboardcommitteecharters.Cleargoalsandmetrics.Anothercharacteristicofleadingcompaniesisthattheysetmeasurable,science-basedsustainabilitygoalsandregularlyassessandreporttheirperformance.Bysettingspecificgoals,thesefirmsholdthemselvesaccountable(andallowtheirstakeholderstodoso).AparticularlydramaticexampleistheGermansportswearfirmPuma,oneofthefirstfirmstoreleaseanenvironmentalprofit-and-lossstatement,coveringallsignificantenvironmentalimpactsfromtheproductionofrawmaterialstothefinalsale.Afterthecompanylearnedthatmostadverseimpactsoccurredduringtheproductionofrawmaterials,itintroducednewproductsmadefromrecycledcontentorthatcouldthemselvesberecycled.Employeeengagement.Sustainabilityleadershavefoundtheyaremosteffectivewhentheyinvolvelinemanagersandemployeesfromacrosstheorganizationintheprocessofchange.Thirty-eightpercentoflargefirmsengagetheiremployeesonsustainabilityissues.In2016,forexample,CiscoSystemslaunchedaninternalengagementplatformcalledGreenHouse,onwhichemployeescouldlearnaboutwaystoreducetheirenvironmentalfootprintandinspireothers.Initsfirstsixmonths,1,750employeeshadparticipated.Onegroupstarteda“bringyourowncup”campaignandgaveoutStarbuckscardstootherswhoregisteredtheirreusablecup.Theycalculatedthatthisactionhaddiverted2,900poundsofwasteinoneAlignmentofrewardsandincentives.Businesspeoplearemostlikelytoconsidertheenvironmentalimpactsoftheiractionswhentheirorganizationsacknowledgeandrewardthisbehavior.Themostsustainableorganizationstiethecompensationoftheirmanagers,includinglinemanagers,toenvironmentalachievementandtakestepstorecognizetheseachievementspublicly.Forexample,atXcelEnergy,autilitythatisaleadingsupplierofwindpower,aportionoftheCEO’sbonuswaslinkedtomeetingspecificsustainabilitygoalssetannuallybytheboard,includingreductionsinenergyusebycustomers.Unit3 DigitalEconomyLead-in1.1)F2)J3)C4)H5)E6)A7)I8)D9)G10)BTextAReadingComprehension1.1)D 2)C 3)A 4)C 5)C 6)B 7)C 8)D2.Fordimprovesblemishdetectionandreducesdefectsinitscars;Caterpillarusessensordatacomingfromcustomerstoimproveproduct-developmentproductivity;byusingproduct-sensordata,GEhelpscustomersachieveenergyefficiencyandappropriateapartofcostsavingstodrivenewrevenuestreams;byusingproduct-userinteractiondata,Pelotonmatchesuserswithsuitabletrainersonthedigitalplatforms.valuedriversaredatainitsnewexpansiverole,andemergentdigitalecosystems.Intermsoftheirexpansiverole,dataevolvedfrombeingepisodic(generatedbydiscreteevents)tobeinginteractive(generatedcontinuouslybysensorsandtheIoTtotrackinformation).Inaddition,therolesofdataandproductarereversedbytheinteractivity.Datahastraditionallysupportedproducts,butnowproductsaresupportingdata.Toleveragedata’snewrole,companiesneedtwomainkindsofdigitalecosystems:productionecosystemincludingdigitallinkageswithinvaluechainsandconsumptionecosysteminvolvingnetworksoutsideafirm’svaluechain.Bothecosystems,fueledbyinteractivedata,drivenewvalue.determineyouroptimalstrategy,companiesshouldassesstheirneedtoengageinfourtiersofdigitaltransformations.Oneisamust,asmostfirmscanbenefitfromoperationalefficiencies.isimperativeforcompaniessellingproductsthathavethepotentialtoaccessinteractivedatafromusers.Threeisforcompanieswhorecognizethattheycangeneratedata-drivenservicesfromproductsandvaluechains.Thefirstthreetiersrelyonproductionecosystems.Finally,Fourisstrategicallyimportantforanyfirmwhoseproductshaveemergingconsumptionecosystems.arena 2)appropriated3)parity 4)game-changing 5)notable6)complementary7)embedded 8)leverage 9)encompassing 10)harnessParaphrase1.Asaresult,manyofthemm