-2024屆高考英語(yǔ)復(fù)習(xí)沖刺訓(xùn)練《The Economist 經(jīng)濟(jì)學(xué)人》文章語(yǔ)篇填空改編1（含答案）

語(yǔ)篇填空一背景知識(shí)鷹眼系統(tǒng)（英語(yǔ)：Hawk-Eye），是在板球、網(wǎng)球、羽毛球和其他運(yùn)動(dòng)中使用的一套電腦視覺系統(tǒng)，以追蹤記錄球的路徑并顯示記錄之實(shí)際路徑的圖形圖像，也可以預(yù)測(cè)球未來(lái)的路徑。在一些運(yùn)動(dòng)中，如網(wǎng)球，鷹眼系統(tǒng)已成為裁判過程的一部分，選手亦可提出挑戰(zhàn)來(lái)嘗試逆轉(zhuǎn)裁判。鷹眼系統(tǒng)由英國(guó)漢普郡拉姆西的RokeManor研究有限公司的工程師在2001年開發(fā)。這項(xiàng)專利由醫(yī)生保羅霍金斯和大衛(wèi)雪利持有。后來(lái)，該技術(shù)脫離原公司，成立了一個(gè)獨(dú)立的公司：鷹眼系統(tǒng)創(chuàng)新有限公司，一個(gè)與電視制作公司Sunset+Vine聯(lián)合的合資企業(yè)。TheHawk-Eyesystem(鷹眼系統(tǒng)),nowusedatmost

elite

tournaments,betweensixandtencameras

1._________(position)

aroundthecourttocreateathree-dimensional

representation

oftheball’s

trajectory(軌跡).Thiscanthenbepresentedonascreen

visible

toplayers,

spectators

and2._________(office)—aswellasTV

viewers.3._________theAI’s

verdict

considered

final,playerscanuseittoappealhumandecisions,Badcallsfromline

judges

and

umpires

arenowoften

overturned.

“Tennisisoneofthemost

visible

settings4._________finaldecisionrightsaregrantedtoAI.”Thatiswhy,DavidAlmog,a

behavioural

economist

atNorthwesternUniversity,togetherwith

hiscolleagues

inAmericaandAustralia,haslookedatwhethertennis

umpires

andline

judges

5._________(correct)calledballsinoroutduringnearly

100,000

pointsplayedinsome

700

matchesacrosstheworld,bothbeforeandafterthe

introduction

oftheHawk-Eyeball-trackingsystemin

2006.

Thelatestanalysisfromtheirresearch,

published

asa

preprint

lastmonth,showedthatHawk-Eye

oversight

haspromptedhumanofficialstouptheirgameandmake

8%less

mistakes

thanbeforeit6._________(introduce).Suchanimprovement

inperformanceistobe

expected,theresearcherssay,7._________(give)the

heightened

watchfulnessthataccompanies

thethreatofpublicshaming.

Suchashiftiseasilyunderstood.BeforeHawk-Eye,theyweremorelikelytocallaserveoutwhenitwasin.8.________afterwards,theywereevenmorelikelytowavethroughballsthatwereactuallyout.Forevery

100

mis-hitserves,post-Hawk-Eye

umpires

left

39

unchallenged.The9._________(compare)

figureintheearliererawas

26.Manyofthesame10._________(tend)

willbeatplayinfieldslikemedicineandlaw,saysMrAlmog.

答案1.positioned2.officials3.With4.where5.correctly6.wasintroduced

7.given8.But9.comparable10.tendencies

本篇原文出自：《TheEconomist經(jīng)濟(jì)學(xué)人》February17th2024【Science&technology】TennisandAloversight：Injusticeisserved

Sincethe

introduction

ofHawk-Eye,

umpires

havebeen

biting

their

tongues

Wimbledon’scentrecourthasseenitsshareofrivalries;thinkofMcEnroevBorg,orWilliamsvWilliams.ButforDavidAlmog,a

behavioural

economist

atNorthwesternUniversity,thematchworth

tuning

inforis

umpire

vmachine.

HowAI

oversight

affectshumandecision-makingisanimportantquestioninaworldwhere

algorithms

playanever-largerroleineverydaylife.Cardrivers,financialtradersandair-trafficcontrollersalready

routinely

seetheirdecisionsoverruledbyAIsystemsputinplaceto

rapidly

correctpoor

judgment.Doctors,

judges

andeven

soldiers

couldbenext.

Muchofthis

correction

happensoutofthepubliceye,

thwarting

would-be

analysts.But,saysMrAlmog,“tennisisoneofthemost

visible

settingswherefinaldecisionrightsaregrantedtoAI.”Thatiswhy,togetherwith

colleagues

inAmericaandAustralia,hehaslookedatwhethertennis

umpires

andline

judges

correctlycalledballsinoroutduringnearly

100,000

pointsplayedinsome

700

matchesacrosstheworld,bothbeforeandafterthe

introduction

oftheHawk-Eyeball-trackingsystemin

2006.

TheHawk-Eyesystem,nowusedatmost

elite

tournaments,usesbetweensixandtencameras

positioned

aroundthecourttocreateathree-dimensional

representation

oftheball’s

trajectory.Thiscanthenbepresentedonascreen

visible

toplayers,

spectators

andofficials—aswellasTV

viewers.Playerscanuseittoappealhumandecisions,withtheAI’s

verdict

considered

final.Badcallsfromline

judges

and

umpires

arenowoften

overturned.

ThelatestanalysisfromMrAlmogandhis

colleagues,

published

asa

preprint

lastmonth,showedthatHawk-Eye

oversight

haspromptedhumanofficialstouptheirgameandmake

8%less

mistakes

thanbeforeitwasintroduced.(Thatcomparisoncanbemadethankstoa

2005

trialperiodinwhichHawk-Eyewasusedwithouttheabilitytoinfluencecalls.)Suchan

improvement

inperformanceistobe

expected,theresearcherssay,giventhe

heightened

watchfulness

that

accompanies

thethreatofpublicshaming.

Mostofthe

improvement

cameduringthemulti-shot

rallies

thatfollowasuccessfulserveandreturn.Butwhentheresearcherslookedat

serves

in

particular,andespeciallyincaseswheretheservedball

landed

within

20mmeithersideofaline,theyweresurprisedtoseetheerrorrate

soar.The

umpires

andline

judges,itturnedout,hadswitched

strategy.BeforeHawk-Eye,theyweremorelikelytocallaserveoutwhenitwasin.But

afterwards,theywereevenmorelikelytowavethroughballsthatwereactuallyout.Forevery

100

mis-hit

serves,post-Hawk-Eye

umpires

left

39

unchallenged.The

comparable

figureintheearliererawas

26.

Suchashiftiseasilyunderstood.Overlookedfaultsareless

disruptive

intennisthanincorrectcriesof“out”becausetheseendthepoint

prematurely.Theycanalso

trigger

dissent

fromboththeplayerand

crowd

whentheerroris

identified

onthebigscreen.Itseemsthathumanofficialstakethelessreputationally

risky

option,evenifitleadstomoreincorrectcalls.

Tennis,withits

binary

outcomesandclearevidenceofwhetheradecisionwasrightorwrong,offersahighly

simplified

modelforAI

oversight.Butmanyofthesame

tendencies

willbeatplayinfieldslikemedicineandlaw,saysMrAlmog,andshouldbe

considered

before

algorithms

areallowedto

trump

humandecisions.Mostimportant,perhaps,isthesocialcostofgettinganimportantcallwrong,whichwillvarybetween

disciplines,andcould

distort

decision-makingindifferentways.

judges,forexample,mayprefertounder-convict.Doctors,ontheotherhand,mightover-diagnose.Staytuned.語(yǔ)篇填空二 背景知識(shí)開市客：開市客（Costco）是美國(guó)最大的連鎖會(huì)員制倉(cāng)儲(chǔ)量販店，起源于1976年在加利福尼亞州圣迭戈成立的PriceClub以及七年后在華盛頓州西雅圖成立的開市客。開市客在2009年成為美國(guó)第三大、世界第九大零售商。好市多是會(huì)員制倉(cāng)儲(chǔ)批發(fā)俱樂部的創(chuàng)始者，成立以來(lái)即致力于以可能的最低價(jià)格提供給會(huì)員高品質(zhì)的品牌商品。開市客在全球七個(gè)國(guó)家設(shè)有超過500家的分店，其中大部分都位于美國(guó)境內(nèi)，加拿大則是最大國(guó)外市場(chǎng)，主要在首都渥太華附近。全球企業(yè)總部設(shè)于華盛頓州的伊薩夸（Issaquah，WA），并在鄰近的西雅圖設(shè)有旗艦店。2020年7月，福布斯2020全球品牌價(jià)值100強(qiáng)發(fā)布，開市客排名第79位。2024年1月12日，華南地區(qū)首家開市客在深圳正式開業(yè)Costcoistheworld’sthird-biggest

retailer,behindWalmartandAmazon.ThoughitssalesarelessthanhalfofWalmart’s,itsreturnoncapital,atnearly

20%,ismorethantwiceashigh.1._________(guide)

byasimpleidea—hookshoppersbyofferinghigh-qualityproductsatthelowestprices,itdoesthisbykeeping

markups

lowwhilechargingafixedmembershipfeeand

stocking

fewer

distinct

products,allwhiletreatingits

employees2.

_________(generosity).JoeFeldman,an

3._________(analyze)

atTelseyAdvisoryGroup,aresearchfirm,arguesthatthemembershipmodelcreatesa

virtuous

circle.Themoremembersthecompanyhas,thegreateritsbuyingpower,leadingtobetterdealswith

suppliers,mostof4._________arethenpassedontoitsmembers.Thefeealso

encourages

customers5._________(focus)theirspendingatCostco,ratherthanshoppingaround.Thatseemstowork:membership-renewal

ratesareupwardsof

90%.

Costcostoresstock6.________(limit)selectionofabout

3,800

distinct

items.By

limiting

itsrange,Costcocanbetterfocus7.________maintaining

quality.Less

variety

instoreshelpsitusespacemore

efficiently.Andwithfewerproducts,Costcoturnsoveritswaresalmosttwiceasfastasusualforretailers,8._________(mean)lesscapitalgetstiedupin

inventory.Ithasalsoexpandeditsownbrand,KirklandSignature,whichnow9._________(account)foroveraquarterofitssales,wellaboveaveragefora

retailer.Its

margins

onitsown-brandproductsareaboutsixpercentagepointshigher10._________forbrandssuchasHersheyorKellogg’s.

答案：1.Guided2.generously3.analyst4.which5.tofocus6.limited7.on

8.meaning9.accounts10.than本篇原文出自：《TheEconomist經(jīng)濟(jì)學(xué)人》February17th2024【Business】Retail：Thesuperstore

WhyCostcoissoloved

INTHENEARLY

40

yearsthatTheEconomisthasservedupitsBigMacindex,thepriceoftheMcDonald’sburgerinAmericahasmorethan

tripled.Inthatsameperiodthecostofanother

meaty

treat—ahot-dog-and-drink

combo

atCostco—hasremained

steady

at$1.50.LastyearcustomersoftheAmericanbig-box

retailer

devoured

200mofthem.RichardGalanti,Costco’slongtimefinanceboss,once

promised

tokeeptheprice

frozen

“forever”.

CustomersarenottheonlyfansofCostco,asthe

outpouring

of

affection

fromWallStreet

analysts

afterMrGalantiannouncedhis

retirement

onFebruary

6thmadeclear.Thefirm’ssharepriceis

430

timeswhatitwaswhenhetookthejobnearlyfourdecadesago,comparedwith

25

timesfortheS&P

500

indexoflarge

companies.Ithascontinuedto

outperform

themarketinrecentyears.Whatliesbehinditsenduringsuccess?

Costcoistheworld’sthird-biggest

retailer,behindWalmartandAmazon.ThoughitssalesarelessthanhalfofWalmart’s,itsreturnoncapital,atnearly

20%,ismorethantwiceashigh.CharlieMunger,a

famed

investor

whoservedonCostco’sboardfrom

1997

untilhisdeathlastyear,calledita“perfectdamncompany”.MrGalanti,whodescribesCostco’sbusinessmodelas“arrogantly

simple”,saysthecompanyis

guided

byasimpleidea—hookshoppersbyofferinghigh-qualityproductsatthelowestprices.Itdoesthisbykeeping

markups

lowwhilechargingafixedmembershipfeeand

stocking

fewer

distinct

products,allwhiletreatingits

employees

generously.

Startwith

margins.Mostretailersboost

profits

bymarkingupprices.NotCostco.Itsgross

margins

hoveraround

12%,comparedwithWalmart’s

24%.Thecompanymakesupthe

shortfall

throughitsmembership

fees:customerspay$60

ormoreayeartoshopatitsstores.In

2023

fees

fromits

129mmembers

netted

$4.6bn,morethanhalfofCostco’s

operating

profits.

JoeFeldman,an

analyst

atTelseyAdvisoryGroup,aresearchfirm,arguesthatthemembershipmodelcreatesa

virtuous

circle.Themoremembersthecompanyhas,thegreateritsbuyingpower,leadingtobetterdealswith

suppliers,mostofwhicharethenpassedontoitsmembers.Thefeealso

encourages

customerstofocustheirspendingatCostco,ratherthanshoppingaround.Thatseemstowork:membership-renewal

ratesareupwardsof

90%.

Next,considerthewaythecompany

manages

itsproductlineup.Costcostoresstocka

limited

selectionofabout

3,800

distinct

items.Sam’sClub,Walmart’sCostco-like

competitor,carriesabout

7,000.AWalmart

superstore

hasaround

120,000.Buyingmorefromfewer

suppliers

givesthecompanyevengreater

bargaining

heft,

lowering

pricesfurther.By

limiting

itsrange,Costcocanbetterfocuson

maintaining

quality.Less

variety

instoreshelpsitusespacem