我們做經(jīng)濟(jì)類型的英語閱讀理解，是為了能夠在考研英語考試上在這一方面得到更多的分?jǐn)?shù)。下面是學(xué)習(xí)啦小編給大家整理的考研英語經(jīng)濟(jì)類閱讀理解，供大家參閱!

　　考研英語經(jīng)濟(jì)類閱讀理解：Ripe

　　America's bond markets are due for scrutiny--and competition

　　CURIOUSLY, bonds were the first products traded on the New York Stock Exchange (NYSE) back in 1792. It took the exchange 30 years to put the "stock" in it

　　s name. The exchange lost any significant stake in the bond business generations ago. Now, though, caught in a war over the cost of trading shares, the NYSE quite rightly is looking at other markets with fatter spreads. And its attention has settled on old haunts. It has begun talks with the Securities and Exchange Commission (SEC) over permission to trade thousands of unlisted corporate bonds.

　　The obvious attraction of the bond market is its size: some trillion-worth of corporate bonds traded in 2003, a quarter more than the trading volume on the NYSE. And yet the bond market's size and maturity ought to mean that there are no rich pickings left. It has been hard, though, to tell how efficient bond markets are. In contrast to equities, information on the price of dealing in bonds has been scarce.

　　That began to change two years ago when the National Association of Securities Dealers began collecting transaction prices. This month the SEC released a study, based on these data, by its own Amy Edwards and Michael Piwowar, and Lawrence Harris of the University of Southern California. For all but the largest investors, trading bonds is many times more expensive than trading stocks. This is odd. In theory bonds should be no more expensive to trade than equities.

　　Even before sales commissions, the spread between what investors receive when selling ,000-worth of corporate bonds and what they pay when buying is about 1.4%, or about one-quarter of a year's return. Costs are still higher in the convertible-bond market. And in the municipal-bond market, the spread reaches 2%, according to a similar study published by the SEC in the summer. All told, this is at least four times as expensive as a typical retail equity trade. The prices of most corporate bonds are reported soon after trading. But for the portion of the corporate-bond market where prices are still not required to be reported, a

　　我們做經(jīng)濟(jì)類型的英語閱讀理解，是為了能夠在考研英語考試上在這一方面得到更多的分?jǐn)?shù)。下面是學(xué)習(xí)啦小編給大家整理的考研英語經(jīng)濟(jì)類閱讀理解，供大家參閱!

　　考研英語經(jīng)濟(jì)類閱讀理解：Ripe

　　America's bond markets are due for scrutiny--and competition

　　CURIOUSLY, bonds were the first products traded on the New York Stock Exchange (NYSE) back in 1792. It took the exchange 30 years to put the "stock" in it

　　s name. The exchange lost any significant stake in the bond business generations ago. Now, though, caught in a war over the cost of trading shares, the NYSE quite rightly is looking at other markets with fatter spreads. And its attention has settled on old haunts. It has begun talks with the Securities and Exchange Commission (SEC) over permission to trade thousands of unlisted corporate bonds.

　　The obvious attraction of the bond market is its size: some $10 trillion-worth of corporate bonds traded in 2003, a quarter more than the trading volume on the NYSE. And yet the bond market's size and maturity ought to mean that there are no rich pickings left. It has been hard, though, to tell how efficient bond markets are. In contrast to equities, information on the price of dealing in bonds has been scarce.

　　That began to change two years ago when the National Association of Securities Dealers began collecting transaction prices. This month the SEC released a study, based on these data, by its own Amy Edwards and Michael Piwowar, and Lawrence Harris of the University of Southern California. For all but the largest investors, trading bonds is many times more expensive than trading stocks. This is odd. In theory bonds should be no more expensive to trade than equities.

　　Even before sales commissions, the spread between what investors receive when selling $20,000-worth of corporate bonds and what they pay when buying is about 1.4%, or about one-quarter of a year's return. Costs are still higher in the convertible-bond market. And in the municipal-bond market, the spread reaches 2%, according to a similar study published by the SEC in the summer. All told, this is at least four times as expensive as a typical retail equity trade. The prices of most corporate bonds are reported soon after trading. But for the portion of the corporate-bond market where prices are still not required to be reported, a $2 trillion segment in 2003, the study reckons investors paid an additional $1 billion in trading costs.

　　When trades are reported through the NASD, according to the study, trading costs fall by 10% to 14%. And that is only a start, because the NASD system is glacially slow, reporting prices with a 30-minute delay. Meanwhile, only dealers know where the market is trading. With immediate disclosure, says Mr Harris, transaction costs would undoubtedly fall farther. The benefits, he notes, would not be just to investors but to companies, because lower sales costs would make their debt more attractive to buyers. Bond dealers have long resisted efforts to shine a light on their markets. The study indicates why. For the NYSE, opportunity knocks.

　　Economist; 10/16/2004, Vol. 373 Issue 8397, p70-70, 1/2p

　　詞匯注釋

　　bound market 債券市場

　　due adj.(常與for連用)適當(dāng)?shù)?合適的;被期望的;約定、預(yù)期的

　　scrutiny [5skru:tInI; (?@) 5skru:tEnI] n. 細(xì)閱;詳細(xì)檢查;仔細(xì)研究

　　New York Stock Exchange (NYSE) 紐約證券交易所

　　Securities and Exchange Commission (美國)證券交易委員會(huì)

　　National Association of Securities Dealers (NASD) (美國)全國證券交易商協(xié)會(huì)

　　spread n.差額;進(jìn)出差價(jià)

　　haunt n. 常去的地方; (動(dòng)物等的)棲息處; (罪犯等的)巢穴

　　pickings (pl) n. 外快，臨時(shí)收入

　　all told 一共;總計(jì)

　　market n. 證券(或商品)的交易，買賣

　　shine a light on sth. v. 使某事清楚明白地顯示出來

　　opportunity knocks機(jī)不可失，失不再來;鴻運(yùn)當(dāng)頭

　　參考譯文

　　成熟

　　美國的債券市場需要進(jìn)行仔細(xì)研究

　　奇怪的是，早在1792 年，債券就是紐約證券交易所(NYSE)交易的第一個(gè)品種。紐約證券交易所用了30 年時(shí)間才給它起了個(gè)“股票”的名字。紐約證券交易所早在幾十年前就在證券交易方面損失了任何有分量的股票。不過，深陷股票交易成本之戰(zhàn)中的紐約證券交易所目前正以相當(dāng)正確的態(tài)度看待其它進(jìn)出差價(jià)較大的市場?，F(xiàn)在，它把注意力集中到了原來的老地方。它已開始與美國證券交易委員會(huì)商討，請求它允許自己的交易所經(jīng)營未上市公司債券。

　　債券市場顯而易見的吸引力是它的規(guī)模：價(jià)值約10 兆美元的公司債券在2003年進(jìn)行了交易，這一數(shù)字比紐約證券交易所的交易額高四分之一。然而，債券市場的規(guī)模和成熟程度必須有明顯的跡象表明，這個(gè)市場還有豐厚的油水可撈。然而，債券市場的效益到底有多高還很難下定論。與公司股權(quán)相比，有關(guān)債券交易價(jià)格的信息還很缺乏。

　　這種情況兩年前在全國證券交易商協(xié)會(huì)開始收集交易價(jià)格時(shí)就已經(jīng)開始有所轉(zhuǎn)變。這個(gè)月，證券交易委員會(huì)發(fā)布了由該委員會(huì)委員艾米•愛德華、邁克爾•皮渦渦與南加州大學(xué)的勞倫斯•哈里斯根據(jù)這些資料合作完成的一項(xiàng)研究報(bào)告。對最大投資者以外的幾乎所有投資者來說，債券交易的代價(jià)比任何股票的交易要高得多。這一點(diǎn)很奇怪。從理論上講，債券交易成本不應(yīng)該高于股權(quán)的交易成本。

　　即使在繳納銷售傭金之前，在投資者出售價(jià)值2萬美元的公司債券時(shí)所得到數(shù)額與他們在購買債券時(shí)所支付的數(shù)額之間的進(jìn)出差價(jià)大約是1.4%，大約是他們一年利潤的四分之一?？蓛稉Q的債券市場的交易成本還要高。據(jù)證券交易委員會(huì)今年夏天發(fā)表的一份類似的調(diào)查報(bào)告，市政證券市場進(jìn)出差價(jià)達(dá)到2%。把這些數(shù)字加起來，總數(shù)比典型的零售股權(quán)交易至少貴四倍。大多數(shù)公司的債券價(jià)格是在交易后不久馬上就被公布。但對于還不要求報(bào)告價(jià)格的那部分公司債券市場(2003年這部分為2兆美元)而言，該項(xiàng)研究估計(jì)，投資者額外支付了10億美元的交易成本。

　　根據(jù)這項(xiàng)研究，當(dāng)全國證券交易商協(xié)會(huì)(NASD)報(bào)告了交易額后，交易成本下降了10%到14%。而這僅僅是開始，因?yàn)槿珖C券交易商協(xié)會(huì)系統(tǒng)運(yùn)行的速度是極度緩慢的，價(jià)格報(bào)告要滯后30分鐘。在這段時(shí)間, 只有經(jīng)銷商才知道證券在何處交易。哈里斯先生說，如果當(dāng)即披露價(jià)格，交易成本無疑還會(huì)下降。他注意到，受益的不僅僅是投資者，公司也同樣受益，因?yàn)檩^低的交易成本會(huì)使他們的債務(wù)對買家更具吸引力。長期以來，債券經(jīng)銷商一直不遺余力地抵制一切試圖使這一市場更加透明化的努力。這項(xiàng)研究報(bào)告道出了個(gè)中的奧秘。對紐約股票交易所來說就是機(jī)不可失，失不再來。

　　考研英語經(jīng)濟(jì)類閱讀理解：Fast-food succession

　　Another change at the top

　　CHARLIE BELL became chief executive of McDonald's in April. Within a month doctors told him that he had colorectal cancer. After stockmarket hours on Nove

　　mber 22nd, the fast-food firm said he had resigned; it would need a third boss in under a year. Yet when the market opened, its share price barely dipped then edged higher. After all, McDonald's had, again, shown how to act swiftly and decisively in appointing a new boss.

　　Mr Bell himself got the top job when Jim Cantalupo died of a heart attack hours before he was due to address a convention of McDonald's franchisees. Mr Cantalupo was a McDonald's veteran brought out of retirement in January 2003 to help remodel the firm after sales began falling because of dirty restaurants, indifferent service and growing concern about junk food. He devised a recovery plan, backed by massive marketing, and promoted Mr Bell to chief operating officer. When Mr Cantalupo died, a rapidly convened board confirmed Mr Bell, a 44-year-old Australian already widely seen as his heir apparent, in the top job. The convention got its promised chief executive's address, from the firm's first non-American leader.

　　Yet within weeks executives had to think about what to do if Mr Bell became too ill to continue. Perhaps Mr Bell had the same thing on his mind: he usually introduced Jim Skinner, the 60-year-old vice-chairman, to visitors as the "steady hand at the wheel". Now Mr Skinner (pictured), an expert on the firm's overseas operations, becomes chief executive, and Mike Roberts, head of its American operations, joins the board as chief operating officer.

　　Is Mr Roberts now the new heir apparent? Maybe. McDonald's has brought in supposedly healthier choices such as salads and toasted sandwiches worldwide and, instead of relying for most of its growth on opening new restaurants, has turned to upgrading its 31,000 existing ones. America has done best at this; under Mr Roberts, like-for-like sales there were up by 7.5% in October on a year earlier.

　　The new team's task is to keep the revitalisation plan on course, especially overseas, where some American brands are said to face political hostility from consumers. This is a big challenge. Is an in-house succession the best way to tackle it? Mr Skinner and Mr Roberts are both company veterans, having joined in the 1970s. Some recent academic studies find that the planned succession of a new boss groomed from within, such as Mr Bell and now (arguably) Mr Roberts, produces better results than looking hastily, or outside, for one. McDonald's smooth handling of its serial misfortunes at the top certainly seems to prove the point. Even so, everyone at McDonald's must be hoping that it will be a long time before the firm faces yet another such emergency.

　　Economist; 11/27/2004, Vol. 373 Issue 8403, p64-65, 2p, 1c

　　注(1)：本文選自Economist;11/27/2004, p64-65, 2p, 1c;

　　注(2)：本文習(xí)題命題模仿2000年真題text 1第1題(1)，1995年真題text 1第2題(2)，2002年真題text 2第2題(3)，1998年真題text 2第2題(4)和1999年真題text 1第4題(5);

　　1.The main reason for the constant change at the top of McDonald is ________.

　　[A] the board’s interference

　　[B] the falling sales

　　[C] the health problems of the chief executives

　　[D] the constant change of its share price

　　2.Which of the following was NOT a cause of the falling sales of McDonald?

　　[A] the change of the chief executive

　　[B] people’s concern about junk food

　　[C] dirty restaurant

　　[D] indifferent service

　　3.The phrase “heir apparent” (Line 7, Paragraph 2) in the article most probably

　　means____________.

　　[A] someone who has the same ideas, aims and style with a person

　　[B] someone who has the unalienable right to receive the family title

　　[C] someone who is appointed as a heir of a person

　　[D] someone who is likely to take over a person’s position when that person leaves

　　4.In terms of succession at the top, McDonald_________.

　　[A] has had to made rather hasty decisions

　　[B] prefers to appoint a new boss from within

　　[C] acts in a quick and unreasonable way

　　[D] surprises all the people with its decisions

　　5.Toward McDonald’s reaction to emergencies at the top, the writer’s attitude can be said to be___________.

　　[A] indifferent

　　[B] doubtful

　　[C] objective

　　[D] praiseful

　　答案：C A D B D

　　篇章剖析

　　本篇文章介紹了麥當(dāng)勞高層人事接替的情況，是一篇說明文。第一段介紹了查里·貝爾辭去麥當(dāng)勞首席執(zhí)行官一事;第二段追溯了他如何成為麥當(dāng)勞首席執(zhí)行官;第三段介紹了麥當(dāng)勞現(xiàn)任首席執(zhí)行官如何接任;第四段分析了下一位可能的繼任者;最后一段對這種內(nèi)部接任的方式進(jìn)行了總結(jié)。

　　詞匯注釋

　　colorectal: [9kEJlE`rektEl] adj. [解]結(jié)腸直腸的

　　franchisee: [9frAntFaI`zi:] n. 總經(jīng)銷商, 有代銷權(quán)的人或團(tuán)體

　　veteran: [5vetErEn] n. 老資格;老手

　　heirs apparent: 有繼承權(quán)的人;公認(rèn)的繼任者

　　like-for-like: 同類的

　　revitalization: [ri:9vaItLlaI`zeIFLn] n. 振興;復(fù)興

　　in-house: [in5haus] adj. 內(nèi)部的

　　groom: [^ru:m] v. 培訓(xùn);培植

　　難句突破

　　1. Mr Cantalupo was a McDonald's veteran brought out of retirement in January 2003 to help remodel the firm after sales began falling because of dirty restaurants, indifferent service and growing concern about junk food.

　　主體句式：Mr. Canalupo was a McDonald’s veteran.

　　結(jié)構(gòu)分析：這是一個(gè)復(fù)雜句，表語veteran后面有一個(gè)過去分詞短語brought out of retirement作后置定語，這個(gè)定語還帶有自己的兩個(gè)狀語，一個(gè)是不定式短語做目的狀語，另外一個(gè)是after引導(dǎo)的時(shí)間狀語從句，這個(gè)從句中還有一個(gè)because of引導(dǎo)的原因狀語。bring sb. out of retirement的意思是“將某人從退休狀態(tài)召回”。

　　句子譯文：坎塔盧波在麥當(dāng)勞工作過多年，在公司因?yàn)椴蛷d環(huán)境不衛(wèi)生，服務(wù)態(tài)度差，以及人們對“垃圾食品”的不斷質(zhì)疑導(dǎo)致業(yè)績下降之后，2003年他被從退休中召回，幫助公司進(jìn)行改革。

　　2. Even so, everyone at McDonald's must be hoping that it will be a long time before the firm faces yet another such emergency.

　　主體句式：everyone must be hoping that…

　　結(jié)構(gòu)分析：這個(gè)句子中包含一個(gè)由that引導(dǎo)的賓語從句和由before引導(dǎo)的狀語從句。這個(gè)句子的難點(diǎn)在before這個(gè)詞的理解上。通常before可以譯為“才”。例如：It had been two days before I realized the problem. (過了兩天我才意識(shí)到這個(gè)問題。)

　　句子譯文：即便如此，相信麥當(dāng)勞上下一定還是希望不要在近期內(nèi)又面臨這類緊急情況。

　　題目分析

　　1. 答案為C，屬事實(shí)細(xì)節(jié)題。文章第一段提及Charlie Bell辭職的原因是他患了直腸癌;接著又在第二段說他升任總裁是因?yàn)樗那叭卧跍?zhǔn)備講演時(shí)因?yàn)樾呐K病突發(fā)而去世。這樣，麥當(dāng)勞在一年內(nèi)就不得不尋找第三位總裁?？梢婝湲?dāng)勞高層頻繁更換人員的原因是這些總裁的健康問題。

　　2. 答案為A，屬事實(shí)細(xì)節(jié)題。可參見文章第二段第四行because of…后面的部分。

　　3. 答案為D，屬猜詞題。根據(jù)上下文，Charlie Bell被Jim Cantalupo提拔為首席運(yùn)營官之后，被廣泛視為是他的heir apparent，接著作者在第四段發(fā)問，現(xiàn)任的首席運(yùn)營官會(huì)不會(huì)是現(xiàn)任總裁的heir apparent呢?顯然，這個(gè)詞組的意思應(yīng)該是“接替某人職位”的人。

　　4. 答案為B，屬推理判斷題。根據(jù)文章，三位總裁都是在麥當(dāng)勞內(nèi)部管理人才，而且下一位繼任者也已經(jīng)內(nèi)定，這種內(nèi)部選定繼任者的辦法幫助麥當(dāng)勞在一連串不幸事件發(fā)生后能夠平穩(wěn)交接?？梢婝湲?dāng)勞更愿意從內(nèi)部任命新老板。

　　5. 答案為D，屬推理判斷題。作者在第一段末評(píng)論麥當(dāng)勞的行動(dòng)時(shí)說道：“麥當(dāng)勞又一次顯示了其在任命新老板方面的快速?zèng)Q斷能力。”在文末對麥當(dāng)勞的內(nèi)部接任方式進(jìn)行總結(jié)時(shí)，作者引用某些學(xué)術(shù)研究的成果，認(rèn)為這種方式的效果更好，并以“麥當(dāng)勞在高層發(fā)生一連串的不幸事件后能夠平靜地交接似乎清楚地證明了這一點(diǎn)。”來加以說明?？梢娮髡邔τ邴湲?dāng)勞處理類似發(fā)生在高層的突發(fā)事件的反應(yīng)是持贊揚(yáng)態(tài)度的。

　　參考譯文

　　查里·貝爾四月成為麥當(dāng)勞的首席執(zhí)行官。不到一個(gè)月，醫(yī)生就告訴他他患了直腸癌。在11月22日的股市交易結(jié)束之后，這家快餐公司宣布他已經(jīng)辭職;該公司將需要這一年內(nèi)的第三位老板。然而，當(dāng)股市開張時(shí)，該公司的股價(jià)只是略有下降，很快又再次上揚(yáng)。麥當(dāng)勞又一次顯示了其在任命新老板方面的快速?zèng)Q斷能力。

　　貝爾先生本人是在吉姆·坎塔盧波(Jim Cantalupo)死于心臟病突發(fā)之后得到這一高層職位的。當(dāng)時(shí)坎塔盧波正準(zhǔn)備在幾個(gè)小時(shí)之后的麥當(dāng)勞特許經(jīng)銷商會(huì)議上致詞?？菜R波在麥當(dāng)勞工作過多年，在公司因?yàn)椴蛷d環(huán)境不衛(wèi)生，服務(wù)態(tài)度差，以及人們對“垃圾食品”的不斷質(zhì)疑導(dǎo)致業(yè)績下降之后，2003年他被從退休中召回，幫助公司進(jìn)行改革。他制定了一項(xiàng)在大規(guī)模營銷基礎(chǔ)上的振興計(jì)劃，并且將貝爾先生提拔為首席運(yùn)營官?？菜R波先生去世后，董事會(huì)很快開會(huì)確定任命貝爾先生，這位早就被公認(rèn)為其繼任者的44歲澳大利亞人擔(dān)任這一首席職位。這次會(huì)議從該公司的第一位非美國籍的領(lǐng)導(dǎo)人那里得到了其許諾的公司首席執(zhí)行官的講演。

　　然而，在短短幾周之內(nèi)，公司高層就不得不思考如果貝爾先生病重?zé)o法繼續(xù)工作該怎么辦的問題。也許貝爾先生也在考慮同樣的問題：他向來訪者介紹60歲的副總裁吉姆·斯金納時(shí)總是稱他為“掌舵高手”?，F(xiàn)在公司海外經(jīng)營專家斯金納先生(見圖)成了公司首席執(zhí)行官，主管公司美國經(jīng)營業(yè)務(wù)的麥克·羅伯茨則加入董事會(huì)成為首席運(yùn)營官。

　　羅伯茨先生是不是新的繼任者呢?也許。麥當(dāng)勞改變了主要依靠開新店發(fā)展企業(yè)的方法，而在全球推出了被認(rèn)為更加健康的食品，比如沙拉和烤三明治，并且開始改進(jìn)現(xiàn)有的31000家連鎖快餐店的經(jīng)營。美國在這方面做得最好;在羅伯茨先生的努力下，美國麥當(dāng)勞十月的同類銷售額比一年前增長了7%。

　　新團(tuán)隊(duì)的任務(wù)就是保持其振興計(jì)劃不變，尤其是海外部分，據(jù)說在海外某些美國品牌面對著來自消費(fèi)者的政治敵意。這是一個(gè)巨大的挑戰(zhàn)。這種內(nèi)部接任的方式是不是迎接這種挑戰(zhàn)的最佳方式呢?斯金納先生和羅伯茨先生都是1970年代就加入公司的資深管理人員。最近的一些學(xué)術(shù)研究發(fā)現(xiàn)，內(nèi)定的新老板，比如貝爾先生和現(xiàn)在(還未最終宣布)的羅伯茨先生，按計(jì)劃接任會(huì)比草率任命一個(gè)新老板或者從外部聘請新老板效果更好。麥當(dāng)勞在高層發(fā)生一連串的不幸事件后能夠平靜地交接似乎清楚地證明了這一點(diǎn)。即便如此，相信麥當(dāng)勞上下一定還是希望不要在近期內(nèi)又面臨這類緊急情況。

　

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