C) It can use the improved software.

D) It can get royalty fees from some firms.

3. The expression “a desperate echo”（Line 1, Paragraph 2) most probably means______.

A) a useless repetition

B) a poor resemblance

C) a shabby product

D) a dangerous copy

4. What does the move of RealNetworks suggest?

A) Microsoft fails to control the software market.

B) Software market is becoming a mixed market.

C) RealNetworks wants to make more money.

D) Software market is not fixed or stable.

5. Which of the following is TRUE according to the text?

A) Netscape had a sheer failure for its publishing the source-code.

B) RealNetworks wants to occupy the source-code market.

C) RealNetworks wants to make profits by releasing the free source-code.

D) Microsoft has to change its managing strategy.





篇章剖析


本文介绍了RealNetworks网络公司通过公布RealPlayer播放器软件秘诀（即源码）试图牵制微软公司的做法。第一段指出RealNetworks试图用一种新方法——公布RealPlayer播放器软件秘诀（即源码）来牵制微软这个软件业巨人；第二段指出RealNetworks网络公司主动出击，想要牵制微软的野心；第三段和第四段详细介绍这一方案的操作、实施以及获利手段；第五段指出软件业的新迹象以及对微软的影响。





词汇注释


chokehold /ˈtʃəʊkhəʊld/ n. 掐脖子

thwart /θwɔːt/ vt. 反对，阻挠，挫败

splinter /ˈsplɪntə/ v. （使）裂成碎片 n. 裂片

royalty /rɒɪəlti/ n. 版税；特许使用费，（专利权的）使用费；王位；特权阶层

edge /edʒ/ vi. 徐徐移动 vt. 使锋利 n. 刃





难句突破


This may sound like a desperate echo of 1998, when Netscape, struggling in Microsoft's chokehold, published the source-code of its web browser (an initiative that yielded few real results until this June, when the first serious new version of the open-source browser, Mozilla, was released).

主体句式：This may sound like a desperate echo of 1998.

结构分析：本句句型结构并不复杂，关键是理解个别词的含义。“desperate echo”的含义是“危险的仿效”；when是并列连词，相当于and just at that time，意思是“在那时”；struggling in Microsoft's chokehold作伴随状语来修饰Netscape，其中chokehold的意思是“掐脖子”；web browser的意思是“网络浏览器”；括号里的句子做进一步的补充说明，其中an initiative之前省去了which was；that引导定语从句来修饰an initiative；定语从句中when还是并列连词，Mozilla是open-source browser的同位语。

句子译文：这听起来似乎像是对1998年的一次危险仿效。那年，因被微软“掐着脖子”而奋起挣扎的Netscape公司发表了其网络浏览器的源码（在今年6月它推出了真正意义上的最新版开放源码浏览器——Mozilla——之前，这种主动出击几乎没有给它带来任何实际效果）。





题目分析


1. C 细节题。文章在开头提到“集中注意力做你最拿手的事”这一古老的策略对微软公司在互联网多媒体软件领域的主要竞争对手RealNetworks网络公司十分奏效。现在，RealNetworks网络公司要使用一种新办法，那就是“it released the underlying recipe, or source-code”。

2. A 细节题。原文对应信息是第四段末句：“The self-created competition could also hurt RealNetworks if …”。

3. D 语义题。从文中“when Netscape, struggling in Microsoft's chokehold, published the source-code of its web browser”，我们可判断RealNetworks网络公司和Netscape公司的做法一样；从括号中的“an initiative that yielded few real results until this June”，我们可判断Netscape公司的做法是极不成功的、危险的。

4. B 推理题。原文对应信息是末段首句：“RealNetworks' move is another sign that the software industry is going hybrid.”，理解这句话的关键是要知道什么是hybrid。接下来的句子做出了解释“Mixing elements of proprietary software, where the source-code is tightly controlled, with open-source programs enables firms to expand a market”，词组“mix… with”意为“和…混合”。

5. C 细节题。文章两次提到了“make money”，一句是第三段末句“Clever licensing terms are supposed to ensure that this standard does not splinter and that the firm still makes money.”，另一句是末段倒数第二句“…they hope, still make money.”。从这些句子我们可看出“赚钱”是RealNetworks网络公司实施这一新举措的目的。





参考译文


“集中注意力做你最拿手的事”这一古老的策略对微软公司在互联网多媒体软件领域的主要竞争对手RealNetworks网络公司十分奏效。目前，这家位于西雅图的小型公司正试图用一种新方法来牵制微软这个软件界巨人。10月29日，这家公司发布了RealPlayer播放器软件秘诀，即源码，这一做法将很快适用于该公司的其他程序。同时，这也会使公司让出一大部分知识产权。

这听起来似乎像是对1998年的一次危险仿效。那年，因被微软“掐着脖子”而奋起挣扎的Netscape公司发表了其网络浏览器的源码（在今年6月它推出了真正意义上的最新版开放源码浏览器——Mozilla之前，这种主动出击几乎没有给它带来任何实际效果）。但RealNetworks网络公司并不是在打防御战。它正大力创建一个适用于所有文件格式和驱动程序的公共多媒体软件基础结构，这样，它就在这个很使人看好的市场上有力地牵制住了微软的野心。

该公司希望业内其他公司（志愿参加的程序设计公司、传媒公司和硬件制造公司）采用这种被称为Helix DNA的代码，对它加以改进，并在新装置（诸如移动电话和家用音响）上运行，最终把RealNetworks公司的软件变成一种行业标准。在精明的许可证发放条款保护下，这一标准不会被分成碎块，保证公司仍有钱可赚。

个体开发商、大学和其他非盈利性组织，只要他们也能把其更改后程序的源码公布于众，可根据他们的意愿对该软件进行修改，甚至可以免费发放。这实际上是一种实物支付方式，因为到了那个时候，RealNetworks公司也可使用这些改进的软件成果。另一方面，如果其他公司销售了100万份以上的源码，他们须支付特许权使用费。他们还要保证他们的软件与其他Helix DNA产品兼容。软件开发业已拥有2,000余名成员。一些硬件制造商也支持这一举动。但是风险依然存在。由于担心被盗版，传媒组织对一切可能与黑客有关的举动都表示怀疑（尽管他们也不想依赖微软的技术并支付技术使用费）。但是自我制造的竞争也可能会伤害RealNetworks公司，如果客户认为不值得为以开放源码为基础但具有极佳特点的商业产品额外付钱的话。

RealNetworks公司的举动表明了另一种迹象，即软件业混合发展模式方兴未艾。把那些源码受严格控制的专有软件成分（组件）与开放源码程序加以组合能拓展公司市场、集思广益，并且——他们希望——仍可赚钱。连微软公司也正以这种方式小心翼翼地行事：最近微软公司发出公告，说合伙人现在可以查看——但不能更改或再使用——Passport (微软有争议的数字验证服务）的源码。





Unit 11


Hakan Samuelsson had been an exemplary boss of MAN, Europe's third-biggest truckmaker. After taking charge in 2005, he transformed it from a clunky conglomerate with interests from printing presses to spaceflight into a business focused on building trucks, turbines and the house-sized diesel engines that power more than three-quarters of the world's big ships. He also put in place a vigorous international expansion plan that included the purchase last year of Volkswagen's Brazilian heavy-truck business and this year of a 25% stake in Sinotruk, China's biggest maker of heavy trucks. Within five years, analysts expected MAN to be earning almost half its revenues in emerging markets. So when Mr Samuelsson abruptly stepped down on November 23rd it came as a shock to nearly everyone. Even his spokesman was on holiday.

The firm mumbled that his departure would allow it to focus on its main business. Some saw this as a reference to allegations that a few of MAN's employees had paid bribes to win contracts, and that by leaving Mr Samuelsson would allow a clean break with the past. But prosecutors, who did not consider him a suspect, were equally surprised by his exit. His response to the allegations had been admirable, appointing independent lawyers and auditors to conduct a thorough investigation, while offering an amnesty to employees who agreed to help them.

A likelier explanation is that he clashed, not for the first time, with the chairman of the Volkswagen Group, the wily Ferdinand Piëch. In 2006 the two sparred when Mr Samuelsson launched a hostile bid for Scania, a Swedish truck firm. VW, which at the time controlled 34% of Scania's stock, did not support the takeover. Instead Mr Piëch turned the tables on Mr Samuelsson when VW bought 20% of MAN (a stake subsequently increased to almost 30%）. Mr Piëch is now chairman of MAN's supervisory board too, and so in a position to realise a long-held ambition to forge a three-way merger that would include VW's truck business——a combination that would leapfrog Volvo and Daimler AG to become Europe's biggest truckmaker. Analysts at HSBC reckon that a merger of just Scania and MAN would lead to annual savings of about 600m ($900m) a year. Mr Piëch has said in the past that a full-blown combination of all three could cut costs by as much as 1 billion a year.

Mr Samuelsson's departure clears the way for his former adversary, Leif Ostling, the head of Scania, to run the new entity. It also hints at how a deal may be structured. The simplest way would have been for MAN to buy Scania, as MAN and VW between them already control 88% of Scania's voting stock. That would, however, have forced VW to book a loss on its Scania stake (acquired at a higher share price than today's), putting strain on a balance-sheet already stretched by VW's takeover of Porsche. A better option for VW might be for Scania to buy MAN and sell its non-truck operations——a ploy Mr Samuelsson would have resisted.