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Text 4 Ride-hailing giant Uber is buying the electric-bike start-up Jump Bikes,adding bike sharing to its transportation options'.Uber Chief Executive Dara Khosrowshahi announced Monday that his company had reached a deal to acquire Jump,which operates dockless bike-sharing services in San Francisco and the District of Columbia.The terms of the agreement were not disclosed.Tech Crunch reported last week that the sale could exceed$100 million."We're committed to bringing together multiple modes of transportation within the Uber app-so that you can choose the fastest or most affordable way to get where you're going,whether that's in an Uber,on a bike,on the subway,or more,"Khosrowshahi said in a blog post.The deal comes a few months after Uber launched a pilot program to integrate Jump services into the Ubcr app in San Francisco.The pilot,which enables people to find and reserve the bikes through the Uber app.is"off to a very srrong start,"Khosrowshahi said.Uber's move to acquire Jump signals the company's willingness to continue to expand its reach beyond its core ride-hailing services.Uber has been working to partner with fixed transit systems and has been pursuing autonomous veliicle ventures,food delivery services and now bike sharing.Both Ubcr and Jump say the goal is to offer multiple modes of transportation within the Uber app,to give users options to fast and affordable transportation and make it easier to live without owning a car."We're excited to begin our next chapter and to play a significant part in the transition of Uber to a multimodal platform,"Jump Bikes founder and Chief Executive Ryan Rzepecki said in a blog post Monday."Joining Uber presents us with the opportunity to realize our dreams faster and at a much larger scale."The Jump brand will continue as part of the Uber family,Rzepecki said.The neon red bikes available for rent in the nation's capital and the Bay Area are part of a growing market for dockless bike sharing.Dockless bike share companies are expanding across the U.S.,giving riders the freedom to locate GPS-tracked bikes through apps,unlock them and ride them from wherever the last user left them.In Washington,Jump is one of five dockless bike operators.It has deployed about 200 bicycles in the city and has become one of the most popular bike services,with each bike averaging 3.5 trips daily and 11 miles a day,according to a company spokeswoman.The bikes feature an electric motor in the front wheel and a battery concealed in the frame.Unlike other dockless systems,which can be left wherever there's sidewalk space,Jump bikes must be locked to a bike rack with an integrated U-lock that is held magnetically to the frame.It costs S2 for 30 minutes of ride time.38.What's Ryan Rzepecki's attitude toward being acquired?
A.Promising.
B.Objective.
C.Skeptical.
D.Biased
B.Objective.
C.Skeptical.
D.Biased
参考答案
参考解析
解析：态度方向题。根据题干定位到文章第五段。文中提到．Jump Bikes的创始人兼首席执行官瑞安-热佩茨基说，并入优步对Jump来说是一个新篇章，并且热佩茨基用了excited-词，还说到加入优步为其提供了更快、更大规模实现梦想的机会，故A项正确。【干扰排除】B项、C项和D项均不能表达作者的态度，故均排除。
更多 “Text 4 Ride-hailing giant Uber is buying the electric-bike start-up Jump Bikes,adding bike sharing to its transportation options'.Uber Chief Executive Dara Khosrowshahi announced Monday that his company had reached a deal to acquire Jump,which operates dockless bike-sharing services in San Francisco and the District of Columbia.The terms of the agreement were not disclosed.Tech Crunch reported last week that the sale could exceed$100 million."We're committed to bringing together multiple modes of transportation within the Uber app-so that you can choose the fastest or most affordable way to get where you're going,whether that's in an Uber,on a bike,on the subway,or more,"Khosrowshahi said in a blog post.The deal comes a few months after Uber launched a pilot program to integrate Jump services into the Ubcr app in San Francisco.The pilot,which enables people to find and reserve the bikes through the Uber app.is"off to a very srrong start,"Khosrowshahi said.Uber's move to acquire Jump signals the company's willingness to continue to expand its reach beyond its core ride-hailing services.Uber has been working to partner with fixed transit systems and has been pursuing autonomous veliicle ventures,food delivery services and now bike sharing.Both Ubcr and Jump say the goal is to offer multiple modes of transportation within the Uber app,to give users options to fast and affordable transportation and make it easier to live without owning a car."We're excited to begin our next chapter and to play a significant part in the transition of Uber to a multimodal platform,"Jump Bikes founder and Chief Executive Ryan Rzepecki said in a blog post Monday."Joining Uber presents us with the opportunity to realize our dreams faster and at a much larger scale."The Jump brand will continue as part of the Uber family,Rzepecki said.The neon red bikes available for rent in the nation's capital and the Bay Area are part of a growing market for dockless bike sharing.Dockless bike share companies are expanding across the U.S.,giving riders the freedom to locate GPS-tracked bikes through apps,unlock them and ride them from wherever the last user left them.In Washington,Jump is one of five dockless bike operators.It has deployed about 200 bicycles in the city and has become one of the most popular bike services,with each bike averaging 3.5 trips daily and 11 miles a day,according to a company spokeswoman.The bikes feature an electric motor in the front wheel and a battery concealed in the frame.Unlike other dockless systems,which can be left wherever there's sidewalk space,Jump bikes must be locked to a bike rack with an integrated U-lock that is held magnetically to the frame.It costs S2 for 30 minutes of ride time.38.What's Ryan Rzepecki's attitude toward being acquired?A.Promising. B.Objective. C.Skeptical. D.Biased” 相关考题
考题
Which of the following would be the best title for the text?A. Three folding bike inventorsB. The making of a folding bikeC. Progress in folding bike designD. Ways of separating a bike wheel
考题
(b) Chatam, a limited liability company, is a long-standing client. One of its subsidiaries, Ayora, has made lossesfor several years. At your firm’s request, Chatam’s management has made a written representation that goodwillarising on the acquisition of Ayora is not impaired. Your firm’s auditor’s report on the consolidated financialstatements of Chatam for the year ended 31 March 2005 is unmodified. Your firm’s auditor’s report on thefinancial statements of Ayora is similarly unmodified. Chatam’s Chief Executive, Charles Barrington, is due toretire in 2006 when his share options mature. (6 marks)Required:Comment on the ethical and other professional issues raised by each of the above matters and their implications,if any, for the continuation of each assignment.NOTE: The mark allocation is shown against each of the three issues.
考题
TQ Company, a listed company, recently went into administration (it had become insolvent and was being managed by a firm of insolvency practitioners). A group of shareholders expressed the belief that it was the chairman, Miss Heike Hoiku, who was primarily to blame. Although the company’s management had made a number of strategic errors that brought about the company failure, the shareholders blamed the chairman for failing to hold senior management to account. In particular, they were angry that Miss Hoiku had not challenged chief executive Rupert Smith who was regarded by some as arrogant and domineering. Some said that Miss Hoiku was scared of Mr Smith.Some shareholders wrote a letter to Miss Hoiku last year demanding that she hold Mr Smith to account for a number of previous strategic errors. They also asked her to explain why she had not warned of the strategic problems in her chairman’s statement in the annual report earlier in the year. In particular, they asked if she could remove Mr Smith from office for incompetence. Miss Hoiku replied saying that whilst she understood their concerns, it was difficult to remove a serving chief executive from office.Some of the shareholders believed that Mr Smith may have performed better in his role had his reward package been better designed in the first place. There was previously a remuneration committee at TQ but when two of its four non-executive members left the company, they were not replaced and so the committee effectively collapsed.Mr Smith was then able to propose his own remuneration package and Miss Hoiku did not feel able to refuse him.He massively increased the proportion of the package that was basic salary and also awarded himself a new and much more expensive company car. Some shareholders regarded the car as ‘excessively’ expensive. In addition, suspecting that the company’s performance might deteriorate this year, he exercised all of his share options last year and immediately sold all of his shares in TQ Company.It was noted that Mr Smith spent long periods of time travelling away on company business whilst less experienced directors struggled with implementing strategy at the company headquarters. This meant that operational procedures were often uncoordinated and this was one of the causes of the eventual strategic failure.(a) Miss Hoiku stated that it was difficult to remove a serving chief executive from office.Required:(i) Explain the ways in which a company director can leave the service of a board. (4 marks)(ii) Discuss Miss Hoiku’s statement that it is difficult to remove a serving chief executive from a board.(4 marks)(b) Assess, in the context of the case, the importance of the chairman’s statement to shareholders in TQCompany’s annual report. (5 marks)(c) Criticise the structure of the reward package that Mr Smith awarded himself. (4 marks)(d) Criticise Miss Hoiku’s performance as chairman of TQ Company. (8 marks)
考题
On August 28, 2015, Mark Zuckberg, CEO of Facebook, announced with his personal Facebook account that the quantity of users on Monday (August 24) has reached 10,000 trillion。()
此题为判断题(对，错)。
考题
(a) Contrast the role of internal and external auditors. (8 marks)(b) Conoy Co designs and manufactures luxury motor vehicles. The company employs 2,500 staff and consistently makes a net profit of between 10% and 15% of sales. Conoy Co is not listed; its shares are held by 15 individuals, most of them from the same family. The maximum shareholding is 15% of the share capital.The executive directors are drawn mainly from the shareholders. There are no non-executive directors because the company legislation in Conoy Co’s jurisdiction does not require any. The executive directors are very successful in running Conoy Co, partly from their training in production and management techniques, and partly from their ‘hands-on’ approach providing motivation to employees.The board are considering a significant expansion of the company. However, the company’s bankers areconcerned with the standard of financial reporting as the financial director (FD) has recently left Conoy Co. The board are delaying provision of additional financial information until a new FD is appointed.Conoy Co does have an internal audit department, although the chief internal auditor frequently comments that the board of Conoy Co do not understand his reports or provide sufficient support for his department or the internal control systems within Conoy Co. The board of Conoy Co concur with this view. Anders Co, the external auditors have also expressed concern in this area and the fact that the internal audit department focuses work on control systems, not financial reporting. Anders Co are appointed by and report to the board of Conoy Co.The board of Conoy Co are considering a proposal from the chief internal auditor to establish an audit committee.The committee would consist of one executive director, the chief internal auditor as well as three new appointees.One appointee would have a non-executive seat on the board of directors.Required:Discuss the benefits to Conoy Co of forming an audit committee. (12 marks)
考题
China′s transport minister warned the online taxi-hailing companies Uber and Didi __________ their subsidies leading to "unfair" competition.
A.with
B.for
C.beyond
D.over
考题
Text 4 Ride-hailing giant Uber is buying the electric-bike start-up Jump Bikes,adding bike sharing to its transportation options'.Uber Chief Executive Dara Khosrowshahi announced Monday that his company had reached a deal to acquire Jump,which operates dockless bike-sharing services in San Francisco and the District of Columbia.The terms of the agreement were not disclosed.Tech Crunch reported last week that the sale could exceed$100 million."We're committed to bringing together multiple modes of transportation within the Uber app-so that you can choose the fastest or most affordable way to get where you're going,whether that's in an Uber,on a bike,on the subway,or more,"Khosrowshahi said in a blog post.The deal comes a few months after Uber launched a pilot program to integrate Jump services into the Ubcr app in San Francisco.The pilot,which enables people to find and reserve the bikes through the Uber app.is"off to a very srrong start,"Khosrowshahi said.Uber's move to acquire Jump signals the company's willingness to continue to expand its reach beyond its core ride-hailing services.Uber has been working to partner with fixed transit systems and has been pursuing autonomous veliicle ventures,food delivery services and now bike sharing.Both Ubcr and Jump say the goal is to offer multiple modes of transportation within the Uber app,to give users options to fast and affordable transportation and make it easier to live without owning a car."We're excited to begin our next chapter and to play a significant part in the transition of Uber to a multimodal platform,"Jump Bikes founder and Chief Executive Ryan Rzepecki said in a blog post Monday."Joining Uber presents us with the opportunity to realize our dreams faster and at a much larger scale."The Jump brand will continue as part of the Uber family,Rzepecki said.The neon red bikes available for rent in the nation's capital and the Bay Area are part of a growing market for dockless bike sharing.Dockless bike share companies are expanding across the U.S.,giving riders the freedom to locate GPS-tracked bikes through apps,unlock them and ride them from wherever the last user left them.In Washington,Jump is one of five dockless bike operators.It has deployed about 200 bicycles in the city and has become one of the most popular bike services,with each bike averaging 3.5 trips daily and 11 miles a day,according to a company spokeswoman.The bikes feature an electric motor in the front wheel and a battery concealed in the frame.Unlike other dockless systems,which can be left wherever there's sidewalk space,Jump bikes must be locked to a bike rack with an integrated U-lock that is held magnetically to the frame.It costs S2 for 30 minutes of ride time.40.Which of the following would be the best title for the text?A.Uber Has Acquired Jump Bikes
B.Uber Acquires Dockless Bicycle-Sharing Service
C.Dockless Bikes Have a Great Market Effect
D.Uber Is Expanding Its Reach
考题
Text 4 Ride-hailing giant Uber is buying the electric-bike start-up Jump Bikes,adding bike sharing to its transportation options'.Uber Chief Executive Dara Khosrowshahi announced Monday that his company had reached a deal to acquire Jump,which operates dockless bike-sharing services in San Francisco and the District of Columbia.The terms of the agreement were not disclosed.Tech Crunch reported last week that the sale could exceed$100 million."We're committed to bringing together multiple modes of transportation within the Uber app-so that you can choose the fastest or most affordable way to get where you're going,whether that's in an Uber,on a bike,on the subway,or more,"Khosrowshahi said in a blog post.The deal comes a few months after Uber launched a pilot program to integrate Jump services into the Ubcr app in San Francisco.The pilot,which enables people to find and reserve the bikes through the Uber app.is"off to a very srrong start,"Khosrowshahi said.Uber's move to acquire Jump signals the company's willingness to continue to expand its reach beyond its core ride-hailing services.Uber has been working to partner with fixed transit systems and has been pursuing autonomous veliicle ventures,food delivery services and now bike sharing.Both Ubcr and Jump say the goal is to offer multiple modes of transportation within the Uber app,to give users options to fast and affordable transportation and make it easier to live without owning a car."We're excited to begin our next chapter and to play a significant part in the transition of Uber to a multimodal platform,"Jump Bikes founder and Chief Executive Ryan Rzepecki said in a blog post Monday."Joining Uber presents us with the opportunity to realize our dreams faster and at a much larger scale."The Jump brand will continue as part of the Uber family,Rzepecki said.The neon red bikes available for rent in the nation's capital and the Bay Area are part of a growing market for dockless bike sharing.Dockless bike share companies are expanding across the U.S.,giving riders the freedom to locate GPS-tracked bikes through apps,unlock them and ride them from wherever the last user left them.In Washington,Jump is one of five dockless bike operators.It has deployed about 200 bicycles in the city and has become one of the most popular bike services,with each bike averaging 3.5 trips daily and 11 miles a day,according to a company spokeswoman.The bikes feature an electric motor in the front wheel and a battery concealed in the frame.Unlike other dockless systems,which can be left wherever there's sidewalk space,Jump bikes must be locked to a bike rack with an integrated U-lock that is held magnetically to the frame.It costs S2 for 30 minutes of ride time.37.Which ofthe following statement is right?A.Uber acquires Jump directly.
B.Jump services are only available in certain country's Uber app.
C.Ride-hailing is Uber's major service.
D.Uber acquires Jump only to make money.
考题
Text 4 Ride-hailing giant Uber is buying the electric-bike start-up Jump Bikes,adding bike sharing to its transportation options'.Uber Chief Executive Dara Khosrowshahi announced Monday that his company had reached a deal to acquire Jump,which operates dockless bike-sharing services in San Francisco and the District of Columbia.The terms of the agreement were not disclosed.Tech Crunch reported last week that the sale could exceed$100 million."We're committed to bringing together multiple modes of transportation within the Uber app-so that you can choose the fastest or most affordable way to get where you're going,whether that's in an Uber,on a bike,on the subway,or more,"Khosrowshahi said in a blog post.The deal comes a few months after Uber launched a pilot program to integrate Jump services into the Ubcr app in San Francisco.The pilot,which enables people to find and reserve the bikes through the Uber app.is"off to a very srrong start,"Khosrowshahi said.Uber's move to acquire Jump signals the company's willingness to continue to expand its reach beyond its core ride-hailing services.Uber has been working to partner with fixed transit systems and has been pursuing autonomous veliicle ventures,food delivery services and now bike sharing.Both Ubcr and Jump say the goal is to offer multiple modes of transportation within the Uber app,to give users options to fast and affordable transportation and make it easier to live without owning a car."We're excited to begin our next chapter and to play a significant part in the transition of Uber to a multimodal platform,"Jump Bikes founder and Chief Executive Ryan Rzepecki said in a blog post Monday."Joining Uber presents us with the opportunity to realize our dreams faster and at a much larger scale."The Jump brand will continue as part of the Uber family,Rzepecki said.The neon red bikes available for rent in the nation's capital and the Bay Area are part of a growing market for dockless bike sharing.Dockless bike share companies are expanding across the U.S.,giving riders the freedom to locate GPS-tracked bikes through apps,unlock them and ride them from wherever the last user left them.In Washington,Jump is one of five dockless bike operators.It has deployed about 200 bicycles in the city and has become one of the most popular bike services,with each bike averaging 3.5 trips daily and 11 miles a day,according to a company spokeswoman.The bikes feature an electric motor in the front wheel and a battery concealed in the frame.Unlike other dockless systems,which can be left wherever there's sidewalk space,Jump bikes must be locked to a bike rack with an integrated U-lock that is held magnetically to the frame.It costs S2 for 30 minutes of ride time.36.A variety of ways oftransportation may be added into the Uber app toA.can enlarge its market impact.
B.can get a rich return.
C.can reach a deal with Jump.
D.can offer better and convenient services.
考题
资料：Tencent Holdings Ltd has announced that it will fully open up its big data platform and machine learning technology in a move to build a "sharing economy" based on cloud services. Enterprises will be able to use a set of big data analysis tools developed by Tencent, helping them gain a better understanding of their clients and improve their products.
The Shenzhen-based internet giant, which owns instant messaging tools QQ and WeChat, has years of experiences storing and analyzing huge amounts of data. The opening of its core technologies is part of Tencent's efforts to develop cloud services, an area which many other big companies including Alibaba and Baidu are also tapping into.
"Development of a sharing economy is closely related to cloud services" said Ma Huateng, chairman of Tencent." Like transportation, accommodation and many other areas. cloud services are also a kind of sharing economy. "He said cloud computing has become one of the key areas Tencent focuses on and the company is dedicated to opening its IT resources and technological capabilities to outsiders." In the past, enterprises were only users of internet technology. Now, as they engage themselves in the cloud, they are becoming a part of the internet ecosystem," Ma said at the 2016 Tencent Cloud Summit held in Shenzhen this week.
Cloud technology has achieved greater importance in recent years as more and more Chinese enterprises integrate themselves deeper with the internet. However, it remains difficult for companies, especially smaller ones, to build their own data center because it involves large capital investment and a waste of resources, said Dowson Tong. senior executive vice-president of Tencent. Cloud services help enterprises get access to more resources while reducing their operating costs, Tong said.
According to the 2016 Internet Trends report, services provided by Tencent are the most commonly used by Chinese internet users. More than 50 percent of their time on the internet is spent on Tencent services." We are not offering cloud services as a separate business. Instead, it is a part of Tencent's entire strategy. Enterprises will be able to get access to all Tencent platforms by using its cloud services," Ma said.
What is probably the title of this passage?A.Cloud services help enterprises get access to resources.
B.Tencent's efforts to develop cloud service.
C.Tencent opens up big data platform to boost sharing economy.
D.Cloud technology.
考题
资料：Tencent Holdings Ltd has announced that it will fully open up its big data platform and machine learning technology in a move to build a "sharing economy" based on cloud services. Enterprises will be able to use a set of big data analysis tools developed by Tencent, helping them gain a better understanding of their clients and improve their products.
The Shenzhen-based internet giant, which owns instant messaging tools QQ and WeChat, has years of experiences storing and analyzing huge amounts of data. The opening of its core technologies is part of Tencent's efforts to develop cloud services, an area which many other big companies including Alibaba and Baidu are also tapping into.
"Development of a sharing economy is closely related to cloud services" said Ma Huateng, chairman of Tencent." Like transportation, accommodation and many other areas. cloud services are also a kind of sharing economy. "He said cloud computing has become one of the key areas Tencent focuses on and the company is dedicated to opening its IT resources and technological capabilities to outsiders." In the past, enterprises were only users of internet technology. Now, as they engage themselves in the cloud, they are becoming a part of the internet ecosystem," Ma said at the 2016 Tencent Cloud Summit held in Shenzhen this week.
Cloud technology has achieved greater importance in recent years as more and more Chinese enterprises integrate themselves deeper with the internet. However, it remains difficult for companies, especially smaller ones, to build their own data center because it involves large capital investment and a waste of resources, said Dowson Tong. senior executive vice-president of Tencent. Cloud services help enterprises get access to more resources while reducing their operating costs, Tong said.
According to the 2016 Internet Trends report, services provided by Tencent are the most commonly used by Chinese internet users. More than 50 percent of their time on the internet is spent on Tencent services." We are not offering cloud services as a separate business. Instead, it is a part of Tencent's entire strategy. Enterprises will be able to get access to all Tencent platforms by using its cloud services," Ma said.
The phrase "tap into" in paragraph 2 is in closest meaning to:
A.dig into.
B.specialize in.
C.break into
D.make use of.
考题
资料：Google and Uber have grabbed most of the attention regarding the advent of self-driving cars, but on Sunday, Lyft threw down the ultimate challenge: A majority of autonomous vehicles for Lyft within a mere five years.
The bold claim was made by Lyft co-founder John Zimmer in a post on Medium outlining his company's vision for the next decade.
"Within five years a fully autonomous fleet of cars will provide the majority of Lyft rides across the country," said Zimmer, indicating that early versions of such cars have been in operation in San Francisco and Phoenix.
Usually when tech founders lay out their vision, it’s typical to hear grand claims that almost push the boundaries of believability. That's what tech innovation is about. But in the case of self-driving cars, the situation is a bit more complicated.
Uber has already begun rolling out self-driving car tests in Pittsburgh and Google is hard at work on the same kind of solution on the West Coast. Therefore, talk of getting self-driving cars on the road is, at this point, less about the technology and more about logistics. We know Google has enough cash to triple down on any initiative it decides to tackle. And as the current ride-sharing leader in the U.S., Uber has enough market share-powered credibility that a future including self-driving Uber cars isn't unrealistic.
Today there are some internet-based ride sharing system but to overcome the critical mass the system has to be real-time, automated and extremely easy to use.
However in the case of Lyft, which continues to struggle against Uber (one report claims that Uber has over 80 percent market share in the U.S.), such a short timeline toward rolling out a fleet of self-driving cars seems somewhat ambitious. Nevertheless, Zimmer continues his vision essay with even more bold predictions.
"By 2025, private car ownership will all but end in major U.S. cities," says Zimmer, a prediction that, if it turns out to be true, would mean it would take just eight years for the majority of the human-driven cars on U.S. roads to disappear. Possible? Sure. Likely? Eight years seems like, once again, a bit of wishful thinking on Zimmer's part.
Remember, it hasn't even been 10 years since the arrival of the iPhone, and as recent events prove, smartphones are still a category that can yield catastrophic results if not done right. And those are just mobile devices, not vehicles entrusted with transporting and protecting human lives.
To be fair, Zimmer's essay does offer some facts and figures in an attempt to back up his positions, but much of it doesn't appear to take into account variables such as the heavily embedded interests of automobile companies still relying on consumer auto sales, as well as the many legal and roadway logistics that will need to be addressed in order to bring about this massive transformation in such a short time.
Oddly, Zimmer's vision does little to address the millions of human jobs that will be lost once self-driving cars displace not only taxi drivers, but truck drivers.
"We believe that in the first five or more years following the introduction of autonomous vehicles, the need for human drivers will actually increase, not decrease," writes Zimmer. "When autonomous cars can only solve a portion of those trips, more Lyft drivers will be needed to provide service to the growing market of former car owners," writes Zimmer.
But what about after five years, when autonomous cars can provide full service? What about the human drivers? The pushback from human drivers losing work will likely be another, major ripple in the evolution of self-driving cars, as well as other automated systems entering U.S. society in coming years.
However, none of these logistical issues diminish Zimmer's ideas. His vision of the future of autonomous vehicles seems quite logical and in step with most who work in and watch the space closely. But the speed bump in accepting his vision wholesale is his ambitious self-driving car timeline in general, and for Lyft in particular.
A.We need to reach everyone’s potential to realize self-driving cars
B.There are still many problems to be solved in self-driving cars
C.Lyft co-founder says most of its cars will be autonomous in 5 years
D.The advantages and disadvantages of self-driving cars
考题
资料：Google and Uber have grabbed most of the attention regarding the advent of self-driving cars, but on Sunday, Lyft threw down the ultimate challenge: A majority of autonomous vehicles for Lyft within a mere five years.
The bold claim was made by Lyft co-founder John Zimmer in a post on Medium outlining his company's vision for the next decade.
"Within five years a fully autonomous fleet of cars will provide the majority of Lyft rides across the country," said Zimmer, indicating that early versions of such cars have been in operation in San Francisco and Phoenix.
Usually when tech founders lay out their vision, it’s typical to hear grand claims that almost push the boundaries of believability. That's what tech innovation is about. But in the case of self-driving cars, the situation is a bit more complicated.
Uber has already begun rolling out self-driving car tests in Pittsburgh and Google is hard at work on the same kind of solution on the West Coast. Therefore, talk of getting self-driving cars on the road is, at this point, less about the technology and more about logistics. We know Google has enough cash to triple down on any initiative it decides to tackle. And as the current ride-sharing leader in the U.S., Uber has enough market share-powered credibility that a future including self-driving Uber cars isn't unrealistic.
Today there are some internet-based ride sharing system but to overcome the critical mass the system has to be real-time, automated and extremely easy to use.
However in the case of Lyft, which continues to struggle against Uber (one report claims that Uber has over 80 percent market share in the U.S.), such a short timeline toward rolling out a fleet of self-driving cars seems somewhat ambitious. Nevertheless, Zimmer continues his vision essay with even more bold predictions.
"By 2025, private car ownership will all but end in major U.S. cities," says Zimmer, a prediction that, if it turns out to be true, would mean it would take just eight years for the majority of the human-driven cars on U.S. roads to disappear. Possible? Sure. Likely? Eight years seems like, once again, a bit of wishful thinking on Zimmer's part.
Remember, it hasn't even been 10 years since the arrival of the iPhone, and as recent events prove, smartphones are still a category that can yield catastrophic results if not done right. And those are just mobile devices, not vehicles entrusted with transporting and protecting human lives.
To be fair, Zimmer's essay does offer some facts and figures in an attempt to back up his positions, but much of it doesn't appear to take into account variables such as the heavily embedded interests of automobile companies still relying on consumer auto sales, as well as the many legal and roadway logistics that will need to be addressed in order to bring about this massive transformation in such a short time.
Oddly, Zimmer's vision does little to address the millions of human jobs that will be lost once self-driving cars displace not only taxi drivers, but truck drivers.
"We believe that in the first five or more years following the introduction of autonomous vehicles, the need for human drivers will actually increase, not decrease," writes Zimmer. "When autonomous cars can only solve a portion of those trips, more Lyft drivers will be needed to provide service to the growing market of former car owners," writes Zimmer.
But what about after five years, when autonomous cars can provide full service? What about the human drivers? The pushback from human drivers losing work will likely be another, major ripple in the evolution of self-driving cars, as well as other automated systems entering U.S. society in coming years.
However, none of these logistical issues diminish Zimmer's ideas. His vision of the future of autonomous vehicles seems quite logical and in step with most who work in and watch the space closely. But the speed bump in accepting his vision wholesale is his ambitious self-driving car timeline in general, and for Lyft in particular.
A.Mr.Zimmer’s idea is that now we are at the critical moment in history, we should take decisive action whether taking the right path or not.
B.Mr Zimmer thinks the introduction of the autonomous vehicles will not cause the unemployment and surely will increase the employment because such car drivers will be needed to provide service.
C.The author has argued that although there are still some problems in Mr. Zimmer’s predication but the general direction of realizing self-driving cars will be correct.
D.Mr.Zimmer provides some variable factors such as companies profits and leagal procedure problems in order to realize the massive transformation of self-driving cars in such a short of time.
考题
资料：Google and Uber have grabbed most of the attention regarding the advent of self-driving cars, but on Sunday, Lyft threw down the ultimate challenge: A majority of autonomous vehicles for Lyft within a mere five years.
The bold claim was made by Lyft co-founder John Zimmer in a post on Medium outlining his company's vision for the next decade.
"Within five years a fully autonomous fleet of cars will provide the majority of Lyft rides across the country," said Zimmer, indicating that early versions of such cars have been in operation in San Francisco and Phoenix.
Usually when tech founders lay out their vision, it’s typical to hear grand claims that almost push the boundaries of believability. That's what tech innovation is about. But in the case of self-driving cars, the situation is a bit more complicated.
Uber has already begun rolling out self-driving car tests in Pittsburgh and Google is hard at work on the same kind of solution on the West Coast. Therefore, talk of getting self-driving cars on the road is, at this point, less about the technology and more about logistics. We know Google has enough cash to triple down on any initiative it decides to tackle. And as the current ride-sharing leader in the U.S., Uber has enough market share-powered credibility that a future including self-driving Uber cars isn't unrealistic.
Today there are some internet-based ride sharing system but to overcome the critical mass the system has to be real-time, automated and extremely easy to use.
However in the case of Lyft, which continues to struggle against Uber (one report claims that Uber has over 80 percent market share in the U.S.), such a short timeline toward rolling out a fleet of self-driving cars seems somewhat ambitious. Nevertheless, Zimmer continues his vision essay with even more bold predictions.
"By 2025, private car ownership will all but end in major U.S. cities," says Zimmer, a prediction that, if it turns out to be true, would mean it would take just eight years for the majority of the human-driven cars on U.S. roads to disappear. Possible? Sure. Likely? Eight years seems like, once again, a bit of wishful thinking on Zimmer's part.
Remember, it hasn't even been 10 years since the arrival of the iPhone, and as recent events prove, smartphones are still a category that can yield catastrophic results if not done right. And those are just mobile devices, not vehicles entrusted with transporting and protecting human lives.
To be fair, Zimmer's essay does offer some facts and figures in an attempt to back up his positions, but much of it doesn't appear to take into account variables such as the heavily embedded interests of automobile companies still relying on consumer auto sales, as well as the many legal and roadway logistics that will need to be addressed in order to bring about this massive transformation in such a short time.
Oddly, Zimmer's vision does little to address the millions of human jobs that will be lost once self-driving cars displace not only taxi drivers, but truck drivers.
"We believe that in the first five or more years following the introduction of autonomous vehicles, the need for human drivers will actually increase, not decrease," writes Zimmer. "When autonomous cars can only solve a portion of those trips, more Lyft drivers will be needed to provide service to the growing market of former car owners," writes Zimmer.
But what about after five years, when autonomous cars can provide full service? What about the human drivers? The pushback from human drivers losing work will likely be another, major ripple in the evolution of self-driving cars, as well as other automated systems entering U.S. society in coming years.
However, none of these logistical issues diminish Zimmer's ideas. His vision of the future of autonomous vehicles seems quite logical and in step with most who work in and watch the space closely. But the speed bump in accepting his vision wholesale is his ambitious self-driving car timeline in general, and for Lyft in particular.
A.arrange them neatly
B.present clearly
C.design correctly
D.suggest properly
考题
Uber创始人卡兰尼克在Uber遇到现有法律和规则冲突的时候，依然在坚持Uber的事业，是因为：（）。A、他一开始没有料到，而现在已经无法回头B、他坚信共享经济是未来的发展方向，滞后的法律和规则是会改变的C、有丰富的法律诉讼经验和资本支持D、创业不能半途而废，必须坚持
考题
A POWER6 595 LPAR has two dedicated processors. The LPAR is active and running AIX 6.1. What must be done to donate any unusedprocessing capacity to the shared processor pool?（）A、In the HMC Properties, select the options to allow processor sharing when the partition is inactive and active.B、In the LPAR Properties, select the options to allow processor sharing when the partition is inactive and active.C、In the LPAR Profile Properties, select the options to allow processor sharing when the partition is inactive and active.D、In the 595 Managed System Properties, select the options to allow processor sharing when partitions are inactive and active.
考题
问答题Practice 5 ● The company you work for has decided to join a scheme in which members of staff exchange places for six months with people from other companies overseas. ● The Chief Executive has asked you to suggest which members of staff should be the first to take part in this scheme and why. ● Write your proposal for the Chief Executive: ● suggesting which members of staff should be chosen and why they are suitable ● describing what their current responsibilities are ● explaining what these staff could learn from the exchange scheme ● outlining the benefits to the company as a whole of its participation in the scheme. ● Write 250~300 words on the separate answer paper provided.
考题
单选题A POWER6 595 LPAR has two dedicated processors. The LPAR is active and running AIX 6.1. What must be done to donate any unusedprocessing capacity to the shared processor pool?（）A
In the HMC Properties, select the options to allow processor sharing when the partition is inactive and active.B
In the LPAR Properties, select the options to allow processor sharing when the partition is inactive and active.C
In the LPAR Profile Properties, select the options to allow processor sharing when the partition is inactive and active.D
In the 595 Managed System Properties, select the options to allow processor sharing when partitions are inactive and active.
考题
单选题Uber创始人卡兰尼克在Uber遇到现有法律和规则冲突的时候，依然在坚持Uber的事业，是因为：（）。A
他一开始没有料到，而现在已经无法回头B
他坚信共享经济是未来的发展方向，滞后的法律和规则是会改变的C
有丰富的法律诉讼经验和资本支持D
创业不能半途而废，必须坚持
考题
问答题The emergence of the Uber digital tide finder and the regulation questions it tends to raise have inspired debates, protests and supports around the world. The following are comments on legalization of ride-hailing service both from officials and ordinary citizens. Read the excerpts carefully and write your response in about 300 words, in which you should: 1. summarize briefly the comments from both sides; 2. give your comment. Marks will be awarded for content relevance, content sufficiency, organization and language quality. Failure to follow the above instructions may result in a loss of marks.Government Authorities Maranda Gibson, a representative from Los Angeles Department of Transportation: The drivers for Uber are not required to pass background checks or have their vehicles inspected for safety. They don’t have to pay the same taxes, insurance fees and licensing fees that taxi drivers do. While taxi drivers go through an extensive training course called “the Knowledge”, where drivers must learn 320 routes covering 25,000 streets, as well as important buildings and points of interest, Uber drivers can come straight with a car and GPS. Boris Johnson, a British politician: I have sympathy for taxi drivers, but it would be “difficult” for the government to ban Uber. We’ve gone to the high court to get a ruling on this, and the issue is basically: is the driver’s mobile in the cab equivalent to a taxi meter? I can see why my learned friends might think that it is, because it’s receiving data about, or it’s calculating, the distance and time and the fare. And there are other lawyers who say that it isn’t, and that was the advice of the counsel to Transport for London. And so we’ve got a legal problem.Ordinary Citizens Mary Williams: I think as long as the Uber drivers have the necessary background checks done (they don’t have any warrants, are not reckless drivers, and are properly insured) then they should be allowed to offer their services. The transportation market is changing as it should with technology. I think it’s great that Uber users are able to see their driver’s ratings and can hail them quicker than they can get a cab. It’s just a different way of doing business. Matthew Yglesias: I think it’s pretty obvious that Uber does in fact need to be regulated. And regulated pretty heavily. After all, here’s the business: You’ve got people cruising around cities in medium sized metal boxes capable of traveling at high speeds and powered by burning gasoline. Left unregulated, these vehicles would poison the air and crush huge numbers of innocent pedestrians. Which is why it’s good that the federal government regulates what kind of automobiles are considered safe to drive and regulates what kind of vehicle emissions are acceptable, and it’s why state and local governments regulate both who is allowed to drive cars (with driver’s licenses), under what circumstances (with drunk driving laws), and of course what you’re allowed to do with a vehicle (with road rules). These are important things for the government to do. Daniel Tencer: The regulatory issue around Uber is whether the rules governing rides-for-hire need to be drastically different than the rules governing driving-yourself-around. But you don’t need rules that specifically discriminate against rides for hire. Anything you want to do around driving yourself is presumptively legal, and you want to do around hiring someone else to drive you is presumptively illegal. But by all means, regulate cars-for-hire, just regulate them the same way you regulate the other cars.
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